C公司风险管理体系构建与实施研究

发布时间：2018-05-25 23:37

本文选题：风险管理 + 国有企业案例　；参考：《中国财政科学研究院》2017年硕士论文

【摘要】：C公司作为国有大型航空制造企业的典型代表,具有多法人、多层级的组织结构和多功能、多元化经营的特点,公司涉及的风险种类众多,涵盖了 11大类、71小类风险,尤其是在战略制定、对外投资、生产经营、供应商管理等方面存在极大风险。随着经济全球化和信息化的高速发展,C公司所处行业不再仅仅局限于计划经济模式,其与外部市场产品的竞争日趋激烈,在市场中遇到的不确定性因素日益增多,公司生存与发展所面临的环境发生了极大的变化。因此,有效防范和化解风险已成为公司当前最为关切的问题之一,如何通过构建风险管理制度框架、风险管理工作流程机制,形成有效的、适应公司生产经营及价值增长的风险管理体系,从而系统防范、有效控制生产经营等过程中的风险,保持企业持续强大的行业竞争力,成为公司高度重视和需要切实加强的重要工作。同时,根据国务院国有资产监督管理委员会编制的《中央企业全面风险管理指引》要求,C公司在内外因素的共同促使下,积极协调人力、物力、财力,与中介机构共同开展、推进全面风险管理项目,建立了适应公司特点的风险管理体系。本文采用理论与实际研究相结合的方法,以C公司作为国有大型航空制造企业研究案例,对C公司风险管理体系中的制度、组织机构等保障体系与报告、考核等运行体系实际情况进行分析研究探索,通过实践与分析,从不同的角度发现C公司风险管理体系中存在的不足,提出改进建议,并积极促成C公司风险管理体系的完善。尤其是在风险管理运行体系方面,提出了优化风险监控指标、建立风险管理信息化系统等建议,并具体地提出了建立突发重大风险事件应急应对方案及风险管理考核机制的设置方案,突发重大风险事件应急应对方案已于近期在C公司正式应用。
[Abstract]:Company C, as a typical representative of large state-owned aviation manufacturing enterprises, has the characteristics of multi-legal person, multi-level organization structure and multi-function, diversified operation. The company involves many kinds of risks, covering 11 categories and 71 kinds of risks. Especially in the strategy-making, foreign investment, production and management, supplier management and other aspects of great risk. With the rapid development of economic globalization and information technology, the industry of C Company is no longer confined to the planned economy mode only. The competition between the company and the products in the external market is becoming more and more intense, and the uncertain factors encountered in the market are increasing day by day. The environment faced by the company's survival and development has undergone great changes. Therefore, how to effectively prevent and resolve risks has become one of the most concerned issues, how to build a risk management system framework, risk management workflow mechanism to form an effective, Adapt to the risk management system of the company's production management and value growth, so as to systematically prevent and effectively control the risks in the process of production and operation, and maintain the continuous and strong industry competitiveness of the enterprise. Become the company attaches great importance to and need to strengthen the important work. At the same time, according to the "Comprehensive risk Management guidelines for Central Enterprises" compiled by the State-owned assets Supervision and Administration Commission of the State Council, Company C should actively coordinate manpower, material and financial resources with intermediary organizations under the joint promotion of internal and external factors. To promote the overall risk management project, set up a risk management system adapted to the characteristics of the company. This paper adopts the method of combining theory and practice, takes C Company as the case of large state-owned aviation manufacturing enterprise, and reports on the system, organization and organization of the risk management system of C Company. Through practice and analysis, this paper finds out the shortcomings of risk management system in C Company from different angles, puts forward some suggestions for improvement, and actively promotes the improvement of risk management system in C Company. Especially in the aspect of risk management operation system, some suggestions are put forward, such as optimizing risk monitoring index, establishing risk management information system, etc. It also puts forward the plan of setting up the emergency response scheme and the assessment mechanism of risk management, which has been formally applied in C Company recently.
【学位授予单位】：中国财政科学研究院
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F426.5;F272.3;F406.7

【相似文献】