本文選題：供應(yīng)鏈融資 + 流程再造��； 參考：《西南交通大學(xué)》2014年碩士論文

【摘要】：供應(yīng)鏈融資業(yè)務(wù)圍繞供應(yīng)鏈上的核心企業(yè),對核心企業(yè)的上下游企業(yè)進(jìn)行整體授信,有助于緩解中小企業(yè)融資難、擔(dān)保難的問題,降低供應(yīng)鏈融資成本,提升供應(yīng)鏈的整體競爭力,對緩解我國中小企業(yè)融資難問題具有較為重要的作用。 另一方面,銀行業(yè)面臨著越來越大的競爭壓力,銀行同業(yè)間競爭加劇、互聯(lián)網(wǎng)金融、利率市場化、金融脫媒等都使得銀行的利潤空間進(jìn)一步縮窄,大力發(fā)展中小企業(yè)業(yè)務(wù)成為銀行應(yīng)對激烈競爭的重要途徑。供應(yīng)鏈融資業(yè)務(wù)圍繞核心企業(yè),充分發(fā)掘中小企業(yè)的流動(dòng)資產(chǎn)潛力,對核心企業(yè)進(jìn)行信用捆綁,能夠降低信貸風(fēng)險(xiǎn),銀行通過為供應(yīng)鏈上下游的中小企業(yè)提供一攬子供應(yīng)鏈金融服務(wù),可批量鎖定存款,增加中間業(yè)務(wù)收入,在有效控制風(fēng)險(xiǎn)的情況下拓展中小企業(yè)市場,應(yīng)對日益激烈的競爭。 本文對B銀行供應(yīng)鏈融資業(yè)務(wù)流程再造進(jìn)行了研究,闡述了從業(yè)務(wù)流程再造和管理流程再造的角度對流程進(jìn)行優(yōu)化,促進(jìn)供應(yīng)鏈融資業(yè)務(wù)流程時(shí)間縮短、效率提升。B銀行成立了供應(yīng)鏈再造工作小組,負(fù)責(zé)統(tǒng)籌供應(yīng)鏈融資業(yè)務(wù)的流程再造工作,通過對業(yè)務(wù)流程進(jìn)行端對端梳理、廣泛征求意見,確定了基本的再造方案。B銀行要從流程再造和轉(zhuǎn)變競爭策略方面進(jìn)行改進(jìn),而流程再造則主要集中在業(yè)務(wù)流程再造、信息系統(tǒng)流程再造和EVA績效機(jī)制的完善這三個(gè)方面。針對以上問題,提出了如下解決措施：制定“操作流程模塊選擇表”、簡化供應(yīng)鏈融資子產(chǎn)品流程、電子信息系統(tǒng)內(nèi)流程優(yōu)化、改進(jìn)EVA績效考評,并詳細(xì)分析了實(shí)施情況。最后,以供應(yīng)鏈融資業(yè)務(wù)流程再造的試點(diǎn)單位J分行開展的一筆汽車動(dòng)產(chǎn)質(zhì)押業(yè)務(wù)為例,闡述了流程再造后的業(yè)務(wù)辦理情況,對比分析了流程再造的成果,得出本次流程再造使得流程辦理更為迅速,流程辦理時(shí)間縮短。本文對B銀行供應(yīng)鏈融資業(yè)務(wù)的流程再造進(jìn)行了研究,并認(rèn)為信息技術(shù)和價(jià)值管理在銀行流程再造中扮演著重要的角色,可為供應(yīng)鏈融資業(yè)務(wù)的流程再造提供一定的借鑒和參考。
[Abstract]:The supply chain financing business revolves around the core enterprise on the supply chain, carries on the overall credit to the core enterprise upstream and downstream enterprise, helps alleviate the small and medium-sized enterprise financing difficulty, the guarantee difficult question, reduces the supply chain financing cost, Improving the overall competitiveness of the supply chain plays a more important role in alleviating the financing difficulties of small and medium-sized enterprises in China. On the other hand, the banking industry is facing more and more competitive pressure, the competition between banks and banks intensifies, and the Internet finance. Interest rate marketization and financial disintermediation have further narrowed the profit space of banks, and vigorously developing small and medium-sized enterprises has become an important way for banks to cope with fierce competition. The supply chain financing business revolves around the core enterprise, fully excavates the small and medium-sized enterprise current asset potential, carries on the credit binding to the core enterprise, can reduce the credit risk, By providing a package of supply chain financial services to SMEs upstream and downstream of the supply chain, banks can lock in deposits in batches, increase revenue from intermediate business, and expand the market of small and medium-sized enterprises under effective risk control. In response to the increasingly fierce competition, this paper studies the business process reengineering of supply chain financing of Bank B, expounds the optimization of the process from the perspective of business process reengineering and management process reengineering, and promotes the shortening of the time of the business process of supply chain financing. Efficiency improvement. B Bank has set up a supply chain Reengineering working Group, which is responsible for coordinating the process reengineering of the supply chain financing business. Through the end-to-end combing of the business processes, the bank extensively solicits opinions. B bank should improve the process reengineering and change the competitive strategy, while the process reengineering mainly focuses on three aspects: business process reengineering, information system process reengineering and the perfection of EVA performance mechanism. Aiming at the above problems, this paper puts forward the following solutions: making the "operating process module selection table", simplifying the supply chain financing sub-product flow, optimizing the flow in the electronic information system, improving EVA performance evaluation, and analyzing the implementation in detail. Finally, taking a vehicle chattel pledge business carried out by J Branch, a pilot unit of supply chain financing business process reengineering, as an example, this paper expounds the business management situation after process reengineering, and compares and analyzes the results of process reengineering. It is concluded that this process reengineering makes the process management more rapid and the processing time shorter. This paper studies the process reengineering of the supply chain financing business of Bank B, and thinks that information technology and value management play an important role in the process reengineering of the bank. It can provide some reference and reference for the process reengineering of supply chain financing business.
【學(xué)位授予單位】：西南交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F832.33;F830.42

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