【摘要】：自2008年金融危機(jī)以來，全球經(jīng)濟(jì)動(dòng)蕩不斷，受此影響，我國(guó)經(jīng)濟(jì)也出現(xiàn)了增速放緩的現(xiàn)象，出口導(dǎo)向型發(fā)展模式受到極大的挑戰(zhàn)。在這種環(huán)境下，物流公司的業(yè)績(jī)普遍受到影響，傳統(tǒng)的基礎(chǔ)物流服務(wù)面臨發(fā)展瓶頸，發(fā)展和利潤(rùn)空間越來越小，作為國(guó)內(nèi)物流行業(yè)的領(lǐng)頭企業(yè)，S公司也面臨著同樣的問題，業(yè)務(wù)創(chuàng)新和業(yè)務(wù)轉(zhuǎn)型迫在眉睫。與此同時(shí)，很多中小企業(yè)因貸款融資困難而面臨生存危機(jī)，而銀行又因?yàn)橘J款成本和風(fēng)險(xiǎn)高，謹(jǐn)慎惜貸，這種惡性循環(huán)已逐漸開始影響我國(guó)國(guó)民經(jīng)濟(jì)的健康發(fā)展。 物流金融這一三方共贏業(yè)務(wù)模式的推出，一方面很大程度上解決了中小企業(yè)因缺乏固定資產(chǎn)，難以抵押融資的困境，允許中小企業(yè)用存貨進(jìn)行動(dòng)產(chǎn)質(zhì)押，在物流企業(yè)的監(jiān)管下，向銀行進(jìn)行融資，盤活了企業(yè)的資產(chǎn)，提高了資金使用效率。另一方面，物流公司借助物流金融業(yè)務(wù)，開拓了新的業(yè)務(wù)模塊和客戶市場(chǎng)，提高了綜合服務(wù)能力的同時(shí)，大大提高了自身的核心競(jìng)爭(zhēng)力和經(jīng)營(yíng)利潤(rùn)。另外，，商業(yè)銀行委托物流公司對(duì)質(zhì)物進(jìn)行監(jiān)管，既降低了業(yè)務(wù)成本，又減小了業(yè)務(wù)風(fēng)險(xiǎn)，同時(shí)還拓展了新的業(yè)務(wù)。 本文從物流金融服務(wù)主要推動(dòng)著——物流公司的視角出發(fā)，分析了現(xiàn)有物流金融服務(wù)模式并結(jié)合S物流公司的現(xiàn)狀，提出適合S公司的物流金融運(yùn)作模式，運(yùn)用供應(yīng)鏈建模方法建立收益模型。利用筆者實(shí)習(xí)時(shí)獲取的數(shù)據(jù)對(duì)模型進(jìn)行驗(yàn)證，并運(yùn)用計(jì)算結(jié)果分析各模式的優(yōu)缺點(diǎn)。指出物流金融業(yè)務(wù)的最終目標(biāo)是使業(yè)務(wù)各方——客戶企業(yè)、銀行和物流公司（質(zhì)權(quán)人、出質(zhì)人、監(jiān)管人）達(dá)到收益最大化，實(shí)現(xiàn)共贏，通過實(shí)例計(jì)算驗(yàn)證了在此模式中，各方利益均得到有效保障。 物流金融業(yè)務(wù)實(shí)施的過程比較復(fù)雜，須要有一套與之配合的管理標(biāo)準(zhǔn)和操作規(guī)范，從而降低業(yè)務(wù)實(shí)施過程中可能出現(xiàn)的風(fēng)險(xiǎn)。文章針對(duì)S物流公司物流金融業(yè)務(wù)開展的狀況和各物流金融模式的特點(diǎn)，提出了開展物流金融業(yè)務(wù)組織保障體系、崗位設(shè)計(jì)、人員配置以及具體的操作流程。分析了在開展質(zhì)押監(jiān)管時(shí)所存在的諸多風(fēng)險(xiǎn)及其成因，并針對(duì)不同的業(yè)務(wù)風(fēng)險(xiǎn)提出對(duì)應(yīng)的風(fēng)險(xiǎn)防范與控制措施。
[Abstract]:Since the financial crisis in 2008, the global economy has been in constant turmoil. As a result, the growth rate of China's economy has slowed down, and the export-oriented development model has been greatly challenged. In this environment, the performance of logistics companies is generally affected, traditional basic logistics services are facing the bottleneck of development, development and profit margins are becoming smaller and smaller. As a leading enterprise in the domestic logistics industry, S company is also facing the same problem. Business innovation and business transformation is imminent. At the same time, many small and medium-sized enterprises are faced with survival crisis because of the difficulty of loan financing, and the banks are cautious and reluctant to lend because of the high loan cost and risk. This vicious circle has gradually begun to affect the healthy development of our national economy. The launch of the win-win business model of logistics finance, on the one hand, solves to a large extent the plight of small and medium-sized enterprises (SMEs) because of the lack of fixed assets and the difficulty of mortgage financing, allowing small and medium-sized enterprises to pledge movable assets with inventory, under the supervision of logistics enterprises. To the bank financing, revitalized the assets of the enterprise, improve the efficiency of the use of funds. On the other hand, with the aid of logistics financial business, logistics companies have opened up new business modules and customer markets, improved their comprehensive service capacity, and greatly improved their core competitiveness and operating profits. In addition, the commercial bank entrusts the logistics company to supervise the pledge, which not only reduces the business cost, but also reduces the business risk, at the same time, it expands the new business. From the angle of view of logistics company, this paper analyzes the existing logistics financial service mode and puts forward the logistics financial operation mode suitable for S company, combined with the current situation of S logistics company. The profit model is established by the method of supply chain modeling. The model is verified by the data obtained from the author's practice, and the advantages and disadvantages of each model are analyzed by using the calculation results. It is pointed out that the ultimate goal of logistics financial business is to make all parties to the business-customer enterprises, banks and logistics companies (hypothecators, supervisors) to maximize their income and achieve win-win results. The interests of all parties are effectively protected. The process of implementing logistics financial business is complex, so it is necessary to have a set of management standards and operational norms to reduce the risks that may occur in the process of business implementation. According to the situation of logistics finance business in S logistics company and the characteristics of each logistics finance mode, this paper puts forward the organization guarantee system, post design, personnel configuration and concrete operation flow of developing logistics finance business. This paper analyzes many risks and their causes in the development of pledge supervision, and puts forward corresponding risk prevention and control measures for different business risks.
【學(xué)位授予單位】：合肥工業(yè)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F259.23;F832

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