本文選題：A銀行 + 流程�。� 參考：《遼寧大學(xué)》2012年碩士論文

【摘要】：A銀行是國務(wù)院直屬的國有商業(yè)銀行,其前身為政策性銀行,主要致力于國家基礎(chǔ)設(shè)施、基礎(chǔ)產(chǎn)業(yè)、支柱產(chǎn)業(yè)建設(shè),支持基層金融業(yè)務(wù)和推動我國企業(yè)走出去。是我國中長期貸款的主力銀行,也是我國最大的外匯貸款銀行。其貸款涵蓋了國家重點(diǎn)領(lǐng)域重點(diǎn)項(xiàng)目,也涵蓋了基層民生金融的小額貸款。 自成立以來,A銀行主要從事政策性金融業(yè)務(wù),將大量資金投入到國家重點(diǎn)支持領(lǐng)域,引導(dǎo)社會資金流向未實(shí)現(xiàn)市場化的領(lǐng)域,A銀行以保本微利作為經(jīng)營理念,重視風(fēng)險控制,但對利潤的要求不高,在多年來的業(yè)務(wù)運(yùn)轉(zhuǎn)中,A銀行逐漸形成了一套完整的授信流程。 2010年,國務(wù)院以A銀行作為試點(diǎn),推進(jìn)政策性銀行商業(yè)化轉(zhuǎn)型,A銀行開始更多的從事商業(yè)化業(yè)務(wù),隨著商業(yè)化改革不斷推進(jìn),業(yè)務(wù)量逐漸增加,新業(yè)務(wù)品種也迅速增大,同時,商業(yè)化業(yè)務(wù)的利潤水平相對較高,同時風(fēng)險也相對較大,因此現(xiàn)有的授信體系已無法滿足業(yè)務(wù)發(fā)展的需要。具體表現(xiàn)為授信過程中存在責(zé)任不清的盲區(qū),項(xiàng)目開發(fā)計(jì)劃性較差,各部門間銜接機(jī)制不健全,授信審批效率低下等不利情況。為應(yīng)對日益激烈的市場競爭,滿足商業(yè)銀行合規(guī)、審慎經(jīng)營的需要,筆者試圖對A銀行的授信流程進(jìn)行分析,本文充分分析了A銀行的業(yè)務(wù)特點(diǎn)和人員、機(jī)構(gòu)設(shè)置情況,同時借鑒了國際先進(jìn)銀行流程優(yōu)化的經(jīng)驗(yàn),對A銀行的授信流程改進(jìn)提出優(yōu)化建議。
[Abstract]:Bank A is a state-owned commercial bank directly under the State Council, whose predecessor is a policy bank. It is mainly committed to the construction of national infrastructure, basic industries and pillar industries, supports the grass-roots financial business and promotes the development of Chinese enterprises. Is our country medium-long-term loan main bank, also is our country's biggest foreign exchange loan bank. The loan covers key projects in key areas of the country, and micro-loans for people's livelihood finance at the grass-roots level. Since its establishment, Bank A has been mainly engaged in policy-oriented financial business. It has invested a large amount of funds in key areas of state support, guided social funds to areas where the market has not been realized. Bank A has taken the principle of keeping capital and little profit as its business philosophy and attached importance to risk control. But the demand for profit is not high, and over the years, Bank A has gradually formed a complete credit process. In 2010, the State Council took Bank A as a pilot to promote the commercialization transformation of policy banks and Bank A began to engage in more commercialized business. With the development of commercial reform, the volume of business gradually increased, and the new business varieties increased rapidly. At the same time, The commercial business profit level is relatively high, and the risk is relatively large, so the existing credit system can not meet the needs of business development. In the process of credit granting, there are blind areas with unclear responsibilities, poor project development planning, imperfect interdepartmental linkage mechanism, low efficiency of credit approval and so on. In order to cope with the increasingly fierce market competition, to meet the needs of commercial banks' compliance and prudent management, the author tries to analyze the credit granting process of Bank A. This paper fully analyzes the business characteristics, personnel and institutional settings of Bank A. At the same time, the paper draws lessons from the experience of international advanced bank process optimization, and puts forward some suggestions for the improvement of A bank's credit flow.
【學(xué)位授予單位】：遼寧大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2012
【分類號】：F832.33

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 張同健;李迅;孔勝;;商業(yè)銀行操作風(fēng)險控制績效系統(tǒng)研究[J];巢湖學(xué)院學(xué)報;2010年02期

2 王雪云;;集團(tuán)客戶授信管理策略思考[J];銀行家;2010年02期

3 嚴(yán)明燕;張同健;;國有商業(yè)銀行業(yè)務(wù)流程再造研究綜述[J];財(cái)會通訊;2010年11期

4 嚴(yán)明燕;張同建;;論國有商業(yè)銀行信息溝通對操作風(fēng)險控制的激勵功能[J];財(cái)會通訊;2010年20期

5 張道海;張同建;;基于平衡計(jì)分卡的高科技中小風(fēng)險企業(yè)績效評價體系研究[J];財(cái)會通訊;2010年35期

6 陸媛;張同健;;國有商業(yè)銀行內(nèi)部控制與風(fēng)險控制的相關(guān)性研究[J];財(cái)會通訊;2011年02期

7 唐蓮蓮;倪玲;韓榮華;黃娟;符駿斌;邢晌驊;莊麗婷;;電子銀行產(chǎn)品校園營銷策略——以中國建設(shè)銀行為例[J];電子商務(wù);2011年05期

8 王叢;;商業(yè)銀行中小企業(yè)授信業(yè)務(wù)現(xiàn)狀及對策[J];經(jīng)營管理者;2010年03期

9 李由鑫;;后金融危機(jī)時代商業(yè)銀行的流程銀行建設(shè)問題[J];經(jīng)營管理者;2010年10期

10 王雪冬;魯照林;司靜波;;當(dāng)前商業(yè)銀行授信管理缺點(diǎn)分析及對策研究[J];黑龍江科技信息;2007年19期

，

本文編號：1904291