中国建设银行吉林省分行中小企业授信业务风险管理研究
发布时间：2018-12-24 13:25
【摘要】：建设银行作为大型国有商业银行，近年来，将中小企业业务作为战略性业务重点发展。然而中小企业授信业务经营的“高风险”与商业银行“安全性”原则有较大的矛盾。建设银行传统业务是做“大行业、大企业”，涉足中小企业业务时间较短，目前对中小企业授信业务风险管理基本执行与大客户相同的传统管理模式，，即从客户申请贷款开始对客户进行信用评级、额度授信、信贷审批、贷后管理、风险分类与预警等。无论从评级模型、审批、到贷后管理，仍未脱胎大企业特点，前后台偏好背离，人力资源投入大，而不良贷款管控压力日益突出。可以说，如何提高中小企业信贷管理的效率，降低放贷业务的风险成为建设银行经营管理的核心。中小企业授信业务的风险管理是决定建设银行中小企业信贷业务能否健康可持续发展的关键。 本文通过借鉴国内外先进银行中小企业授信业务风险管理的理论、技术和经验，对建设银行中小企业授信业务面临的各类风险，提出授信管理的关键风险点，结合对建设银行吉林省分行授信业务风险管理现状的分析与评价，有针对性的提出改进和优化中小企业授信业务风险管理的具体对策与措施，一是优化中小企业授信业务信用风险管理。运用中小企业评分卡作为内部评级工具，对中小企业信用风险进行计量与评估；加强抵质押品等担保措施管理，通过各类风险缓释手段降低信用风险损失；优化中小企业贷款定价管理，确保收益覆盖风险。二是完善中授信业务操作风险管理。完善风险集成的信贷管理，将风险管理集成到信贷管理的全流程中，即作用于单一授信业务风险管理流程的每一个环节，如授信调查、信用评价（授信内部评级、授信尽职审查）、授信审批、贷后监管（包括贷款收回、不良资产管理）。同时，也是组合信用风险管理的基石，从而提升信贷业务的风险管理水平。三是健全与中小企业风险联动的内控体系管理。采用中小企业业务批量处理的“信贷工厂”模式，制定更为详尽的贷款管理操作规程，以及借鉴国外银行的先进经验。 同时，为建行吉林省分行中小企业授信业务风险管理得以有效实施，本文提出要提供四个方面的保障。一是加强社会诚信体系建设。建立完善政策法规体系，促进信用数据的市场化，不断完善诚信评价机制，促进诚信激励机制建设；二是建立业务监督、激励与处罚机制；三是建立专业化的风险管理系统；四是建立专业化的从业人员队伍。 本文各项研究结论的得出，对于探索适用于中小企业信贷业务的风险管理模式，提升管理水平和服务水平，降低成本，控制风险，加强建设银行吉林省分行中小企业授信业务风险管理水平具有一定的意义。
[Abstract]:Construction Bank as a large-scale state-owned commercial bank, in recent years, small and medium-sized business as a strategic business development. However, the "high risk" and the "safety" principle of small and medium-sized enterprises are in conflict with those of commercial banks. The traditional business of China Construction Bank is to do "big industry, big enterprise", and it has been involved in small and medium-sized enterprises for a short period of time. At present, it basically implements the same traditional management mode as large customers for the risk management of the credit business of small and medium-sized enterprises. That is, credit rating, credit quota, credit approval, post-loan management, risk classification and early warning, etc. No matter from rating model, examination and approval, to management after loan, the characteristics of large enterprises are still not born, the backstage preference deviates, the human resource investment is large, and the pressure of non-performing loan management is increasingly prominent. It can be said that how to improve the efficiency of SME credit management and reduce the risk of lending business has become the core of CCB management. The risk management of SME credit business is the key to the healthy and sustainable development of SME credit business in China Construction Bank. Based on the theory, technology and experience of credit business risk management in advanced banks at home and abroad, this paper puts forward the key risk points of credit management for all kinds of risks faced by small and medium-sized enterprises in China Construction Bank. Based on the analysis and evaluation of risk management of credit business in Jilin Branch of China Construction Bank, the paper puts forward specific countermeasures and measures to improve and optimize the risk management of credit business in small and medium-sized enterprises. First, optimize the credit risk management of small and medium-sized enterprises. Using the small and medium-sized enterprise score card as the internal rating tool to measure and evaluate the credit risk of the small and medium-sized enterprises, strengthen the management of the guarantee measures such as the pledge, and reduce the loss of the credit risk through all kinds of risk mitigation methods. Optimize loan pricing management to ensure income coverage risk. Second, improve the operational risk management of credit business. Perfect the credit management of risk integration, integrate risk management into the whole process of credit management, that is, act on every link of the risk management process of single credit business, such as credit survey, credit evaluation (internal rating of credit, internal credit rating, etc. Credit due diligence), credit approval, post-loan supervision (including loan recovery, bad assets management). At the same time, it is the cornerstone of portfolio credit risk management to improve the risk management level of credit business. Third, improve the internal control system management of risk linkage with small and medium enterprises. Adopting the "credit factory" mode of batch processing of small and medium-sized enterprises, formulating more detailed operation rules of loan management, and drawing lessons from the advanced experience of foreign banks. At the same time, in order to effectively implement the risk management of small and medium-sized enterprises in Jilin Branch of China Construction Bank, this paper puts forward four aspects of protection. First, strengthen the construction of social credit system. To establish and perfect the system of policies and regulations, to promote the marketization of credit data, to improve the evaluation mechanism of honesty and credit, to promote the construction of incentive mechanism of honesty, to establish the mechanism of business supervision, incentive and punishment, and to establish a specialized risk management system. Fourth, the establishment of a professional workforce of practitioners. The conclusion of each research in this paper is to explore the risk management model suitable for the credit business of small and medium-sized enterprises, to improve the management level and service level, to reduce the cost and to control the risk. It is significant to strengthen the risk management level of SME credit business in Jilin Branch of China Construction Bank.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F832.2;F276.3
本文编号：2390680
[Abstract]:Construction Bank as a large-scale state-owned commercial bank, in recent years, small and medium-sized business as a strategic business development. However, the "high risk" and the "safety" principle of small and medium-sized enterprises are in conflict with those of commercial banks. The traditional business of China Construction Bank is to do "big industry, big enterprise", and it has been involved in small and medium-sized enterprises for a short period of time. At present, it basically implements the same traditional management mode as large customers for the risk management of the credit business of small and medium-sized enterprises. That is, credit rating, credit quota, credit approval, post-loan management, risk classification and early warning, etc. No matter from rating model, examination and approval, to management after loan, the characteristics of large enterprises are still not born, the backstage preference deviates, the human resource investment is large, and the pressure of non-performing loan management is increasingly prominent. It can be said that how to improve the efficiency of SME credit management and reduce the risk of lending business has become the core of CCB management. The risk management of SME credit business is the key to the healthy and sustainable development of SME credit business in China Construction Bank. Based on the theory, technology and experience of credit business risk management in advanced banks at home and abroad, this paper puts forward the key risk points of credit management for all kinds of risks faced by small and medium-sized enterprises in China Construction Bank. Based on the analysis and evaluation of risk management of credit business in Jilin Branch of China Construction Bank, the paper puts forward specific countermeasures and measures to improve and optimize the risk management of credit business in small and medium-sized enterprises. First, optimize the credit risk management of small and medium-sized enterprises. Using the small and medium-sized enterprise score card as the internal rating tool to measure and evaluate the credit risk of the small and medium-sized enterprises, strengthen the management of the guarantee measures such as the pledge, and reduce the loss of the credit risk through all kinds of risk mitigation methods. Optimize loan pricing management to ensure income coverage risk. Second, improve the operational risk management of credit business. Perfect the credit management of risk integration, integrate risk management into the whole process of credit management, that is, act on every link of the risk management process of single credit business, such as credit survey, credit evaluation (internal rating of credit, internal credit rating, etc. Credit due diligence), credit approval, post-loan supervision (including loan recovery, bad assets management). At the same time, it is the cornerstone of portfolio credit risk management to improve the risk management level of credit business. Third, improve the internal control system management of risk linkage with small and medium enterprises. Adopting the "credit factory" mode of batch processing of small and medium-sized enterprises, formulating more detailed operation rules of loan management, and drawing lessons from the advanced experience of foreign banks. At the same time, in order to effectively implement the risk management of small and medium-sized enterprises in Jilin Branch of China Construction Bank, this paper puts forward four aspects of protection. First, strengthen the construction of social credit system. To establish and perfect the system of policies and regulations, to promote the marketization of credit data, to improve the evaluation mechanism of honesty and credit, to promote the construction of incentive mechanism of honesty, to establish the mechanism of business supervision, incentive and punishment, and to establish a specialized risk management system. Fourth, the establishment of a professional workforce of practitioners. The conclusion of each research in this paper is to explore the risk management model suitable for the credit business of small and medium-sized enterprises, to improve the management level and service level, to reduce the cost and to control the risk. It is significant to strengthen the risk management level of SME credit business in Jilin Branch of China Construction Bank.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F832.2;F276.3
【参考文献】
相关期刊论文 前2条
1 张乘胜;;城商行中小企业风险管理探析——以莱商银行为例[J];银行家;2011年05期
2 章彰;;“巴塞尔协议Ⅲ”下的中小企业风险管理[J];银行家;2011年07期
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