H银行后台集中运营管理改进研究
发布时间：2019-05-22 20:19
【摘要】：上个世纪九十年代,通过对利用信息技术的发展和应用,全球银行业纷纷对业务流程进行再造改革,创新风险控制体系,改革整合信息数据系统,寻求最佳运营解决方案,提高运营管理水平,进而提升企业的核心竞争力。进入二十一世纪以来,国际银行已进入运营管理的信息化时代,国际上知名银行都选择建立集中作业中心已成为国运营业务的后台处理机构。如花旗银行、汇丰银行、德意志银行瑞士银行等都已经实现了前后台分离作业模式,并且都在全球范围内建立了后台集中作业中心,总行后台或区域后台标准化处理集中上来的业务,建立集约化运营体系,以利于提高银行营运效率,控制风操作险,降低企业营运成本并发挥规模经济优势,提升服务质量,提高竞争力。目前,国内银行业如工行、农行、中行、建行等大型商业银行均已经建立全国性或区域性的后台业务处理中心。国内银行业借鉴国际银行运营管理的先进经验,再造业务流程,前后台业务分离,后台标准化、流程化处理业务,旨在提高我国银行业在国际银行业中的竞争力。随着国内经济的快速发展,信息技术的高速发展和应用,国内银行业运营管理的缺陷日渐显现,外界环境对银行产品和服务的要求也逐渐提高,迫使国内银行业进入飞速发展和转型阶段,经营转型和风险控制成为国内商业银行首要选择,寻求最佳解决方案适应时代发展。我国的商业银行积极引进后台业务集中化标准化作业运营,这种运营的目的很明显,就是为了降低成本、提高服务质量和效率、改善客户体验以及降低操作风险,确实取得了一定的成效。目前我国商业银行实施后台集中运营涉及的业务种类和取得效果来看,存在很多的不足。一方面,我国主要的商业银行实施集中运营只是将一些流程简单重复、处理频繁的柜面会计业务从前台分离集中到后台作业中心进行处理。另一方面,后台集中运营并没有使缓解前台柜面的工作压力,前台的人力资源并没有得到有效的释放去支援前台的终端营销上去。我国集中运营作业模式确实存在很多的不足,但是通过国内银行人不断的探索和改进,相信会有一个光明的前途,能给我国商业银行提高运营实力提供很大的帮助。本文以H银行实施的后台集中运营为例,通过对商业运用管理相关理论和概念,总结国内外学者对该课题研究的现状,分析其实施的现状和取得的成效。针对其实施过程中的存在的问题提取可行性的对策和建议。希望通过本文对该的研究为其他银行的业务流程再造提供借鉴。
[Abstract]:In the 1990s, through the development and application of information technology, the global banking industry has carried out business process reengineering reform, innovated risk control system, reformed and integrated information data system, and sought the best operational solution. Improve the level of operation and management, and then enhance the core competitiveness of enterprises. Since the beginning of the 21 century, the international banks have entered the information age of operation and management. The international well-known banks have chosen to establish a centralized operation center to become the background processing organization of the national operation business. Such as Citibank, HSBC, Deutsche Bank, UBS and so on, have realized the front and back separation operation model, and have set up the background centralized operation center all over the world. The head office background or regional background standardization handles the centralized business, establishes the intensive operation system, in order to improve the bank operation efficiency, controls the wind operation insurance, reduces the enterprise operation cost and gives full play to the scale economy advantage, enhances the service quality, Improve competitiveness. At present, domestic banks such as ICBC, Agricultural Bank, Bank of China, Construction Bank and other large commercial banks have established national or regional back-office business processing centers. The domestic banking industry draws lessons from the advanced experience of international bank operation and management, reengineering the business process, separating the front and back business, standardizing the background and processing the business, in order to improve the competitiveness of China's banking industry in the international banking industry. With the rapid development of domestic economy and the rapid development and application of information technology, the defects of domestic banking operation and management are becoming more and more obvious, and the requirements of external environment for banking products and services are also gradually increasing. Forced the domestic banking industry to enter the rapid development and the transformation stage, the management transformation and the risk control has become the domestic commercial bank the first choice, seeks the best solution to adapt to the times development. The commercial banks of our country actively introduce the background business to centralize the standardized operation, the purpose of this kind of operation is very obvious, that is, to reduce the cost, improve the service quality and efficiency, improve the customer experience and reduce the operational risk. Indeed, some results have been achieved. At present, there are many shortcomings in the business types and results involved in the implementation of background centralized operation of commercial banks in China. On the one hand, the implementation of centralized operation by the main commercial banks in our country only repeats some processes simply, and the frequent counter accounting business is separated from the front desk to the background operation center for processing. On the other hand, the centralized operation of the background does not relieve the working pressure of the front desk, and the human resources of the front desk have not been effectively released to support the terminal marketing of the front desk. There are many shortcomings in the centralized operation mode in our country, but through the continuous exploration and improvement of domestic banks, I believe there will be a bright future, which can provide great help for our commercial banks to improve their operational strength. Taking the background centralized operation implemented by H Bank as an example, this paper summarizes the present situation of domestic and foreign scholars' research on this subject through the related theories and concepts of commercial application management, and analyzes the present situation and achievements of its implementation. According to the existing problems in the process of its implementation, the countermeasures and suggestions are drawn. It is hoped that the research in this paper will provide reference for the business process reengineering of other banks.
【学位授予单位】：安徽大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F832.2
本文编号：2483226
[Abstract]:In the 1990s, through the development and application of information technology, the global banking industry has carried out business process reengineering reform, innovated risk control system, reformed and integrated information data system, and sought the best operational solution. Improve the level of operation and management, and then enhance the core competitiveness of enterprises. Since the beginning of the 21 century, the international banks have entered the information age of operation and management. The international well-known banks have chosen to establish a centralized operation center to become the background processing organization of the national operation business. Such as Citibank, HSBC, Deutsche Bank, UBS and so on, have realized the front and back separation operation model, and have set up the background centralized operation center all over the world. The head office background or regional background standardization handles the centralized business, establishes the intensive operation system, in order to improve the bank operation efficiency, controls the wind operation insurance, reduces the enterprise operation cost and gives full play to the scale economy advantage, enhances the service quality, Improve competitiveness. At present, domestic banks such as ICBC, Agricultural Bank, Bank of China, Construction Bank and other large commercial banks have established national or regional back-office business processing centers. The domestic banking industry draws lessons from the advanced experience of international bank operation and management, reengineering the business process, separating the front and back business, standardizing the background and processing the business, in order to improve the competitiveness of China's banking industry in the international banking industry. With the rapid development of domestic economy and the rapid development and application of information technology, the defects of domestic banking operation and management are becoming more and more obvious, and the requirements of external environment for banking products and services are also gradually increasing. Forced the domestic banking industry to enter the rapid development and the transformation stage, the management transformation and the risk control has become the domestic commercial bank the first choice, seeks the best solution to adapt to the times development. The commercial banks of our country actively introduce the background business to centralize the standardized operation, the purpose of this kind of operation is very obvious, that is, to reduce the cost, improve the service quality and efficiency, improve the customer experience and reduce the operational risk. Indeed, some results have been achieved. At present, there are many shortcomings in the business types and results involved in the implementation of background centralized operation of commercial banks in China. On the one hand, the implementation of centralized operation by the main commercial banks in our country only repeats some processes simply, and the frequent counter accounting business is separated from the front desk to the background operation center for processing. On the other hand, the centralized operation of the background does not relieve the working pressure of the front desk, and the human resources of the front desk have not been effectively released to support the terminal marketing of the front desk. There are many shortcomings in the centralized operation mode in our country, but through the continuous exploration and improvement of domestic banks, I believe there will be a bright future, which can provide great help for our commercial banks to improve their operational strength. Taking the background centralized operation implemented by H Bank as an example, this paper summarizes the present situation of domestic and foreign scholars' research on this subject through the related theories and concepts of commercial application management, and analyzes the present situation and achievements of its implementation. According to the existing problems in the process of its implementation, the countermeasures and suggestions are drawn. It is hoped that the research in this paper will provide reference for the business process reengineering of other banks.
【学位授予单位】：安徽大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F832.2
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