中行营口分行对公授信业务流程优化研究

发布时间：2018-04-14 16:02

本文选题：银行 + 对公授信　；参考：《吉林大学》2017年硕士论文

【摘要】：随着我国经济发展步入新常态,经济的增长速度明显放缓,经济发展的驱动因素也正在发生深刻的变革,全面深化供给侧改革,依靠机制体制改革和科技创新成了未来中国经济、社会发展的驱动力。商业银行作为社会主义市场经济的重要组成部分也结束了高速发展的黄金时代,进入了减速换挡时期,如何走出一条“提质增效的内涵式发展道路”是摆在每个银行面前不可回避的问题。中行营口分行作为中国银行境内一家二级分行,近年来伴随着规模红利、政策红利的逐渐消退,经营发展渐入瓶颈,尤其是收入主要来源的对公授信业务遭遇了客户流失、规模下降、收益下滑、不良频现的不利局面。笔者作为营口分行对公授信业务的从业人员,越发感觉到压力的沉重和责任的重大,但是面对日益激烈的同业竞争,分行无论在对公客户经理的自身素质、岗位设置、考核办法、管理机制以及业务叙作的繁杂程度方面均无明显的比较优势,有的甚至处于落后状态,导致了客户经理疲于应付繁重的案头工作和拖沓的业务流程,对公授信业务的市场竞争力严重下降。怎样提高中行营口分行的对公授信业务核心竞争力和风险控制水平,笔者认为关键在“流程”,流程是企业经营管理的核心和生产力,流程的质效决定了业务的市场竞争力。本文研究的核心就是中行营口分行对公授信业务流程优化,立足二级分行视角,注重实效和可操作性。本文分为四个部分,第一部分为理论研究,本文的理论基础源于亚当·斯密的分工原理以及现代管理学的核心概念“业务流程再造和流程管理”理论,实践的经验来自国内外商业银行在流程改造方面的案例;第二部分分析问题,本文通过一组组数据揭示了营口分行目前面临的竞争压力,利用流程的识别技术详细描述了分行当前对公授信业务的叙作流程、配套机制和工作情况,并通过满意度调查、时间价值分析和因果图等定量、定性方法,对公司授信业务流程现状进行了详细的分析,指出了在营销策划、时效控制、岗位分工、考核机制、贷后管理等方面存在的不足;第三部分为改进措施,按照“以客户为中心”的原则,在风险可控的前提下对贷前、贷中和贷后环节实施优化设计,方案涵盖岗位的梳理、专业团队建设、资源整合、标准化管理、业务外包、职能转变等等方面,以确保时效缩短、满意度提升、风险下降的目的;第四部分为保障措施,本文为提高方案的实用性,还制定了方案的实施进度控制表和配套保障措施。
[Abstract]:With China's economic development stepping into the new normal, the growth rate of the economy has slowed obviously, and the driving factors of economic development are undergoing profound changes, comprehensively deepening supply-side reforms.Relying on institutional reform and scientific and technological innovation has become the driving force of China's economic and social development in the future.As an important part of the socialist market economy, commercial banks have also put an end to the golden age of rapid development and entered a period of deceleration and shift.How to get out of a way of "improving quality and increasing efficiency" is an unavoidable problem in front of every bank.As a secondary branch of the Bank of China, Bank of China Yingkou Branch has suffered from the loss of customers in recent years, with the dividend of scale and the policy dividend gradually fading, and the development of its operations has gradually entered a bottleneck. In particular, the main source of revenue for the public credit business has encountered a loss of customers.The scale drops, the income drops, the bad frequency appears unfavorable situation.As an employee of Yingkou Branch, I feel the pressure is heavy and the responsibility is heavy. However, in the face of increasingly fierce competition among the same industry, no matter the branch is in the public account manager's own quality, the post is set up.There are no obvious comparative advantages in terms of assessment methods, management mechanisms and the complexity of business description, and some are even in a backward state, resulting in account managers struggling to cope with heavy desk work and protracted business processes.The market competitiveness of public credit business has been seriously reduced.How to improve the core competence and risk control level of Bank of China Yingkou Branch, the author thinks the key lies in "process", the process is the core and productivity of enterprise management, and the quality and efficiency of the process determines the market competitiveness of business.The core of this study is Bank of China Yingkou Branch to the public credit business process optimization, based on the secondary branch perspective, pay attention to practical results and maneuverability.This paper is divided into four parts. The first part is the theoretical research. The theoretical basis of this paper is from Adam Smith's division of labor principle and the core concept of modern management "business process reengineering and process management" theory.The practical experience comes from the domestic and foreign commercial banks in the process of transformation cases. The second part of the analysis of the problem, this paper through a group of data to reveal the Yingkou Branch is currently facing the competitive pressure.Using the technology of process identification, this paper describes in detail the description process, supporting mechanism and work situation of the current credit business of the branch, and through the satisfaction survey, time value analysis and causality diagram, etc., quantitative and qualitative methods.This paper analyzes the current situation of the business process of company credit in detail, and points out the shortcomings in marketing planning, time-limited control, post division of labor, examination mechanism, post-loan management, etc. The third part is the improvement measures.According to the principle of "customer-centered", under the premise of controllable risk, optimize the design of pre-loan, post-loan and post-loan links, including job combing, professional team building, resource integration, standardization management, business outsourcing,In order to ensure the purpose of shortening the limitation, improving the satisfaction degree and decreasing the risk, the fourth part is the safeguard measure. In order to improve the practicability of the scheme, the paper also formulates the schedule control table and the supporting safeguard measures.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F832.33

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