【摘要】：伴隨產(chǎn)業(yè)經(jīng)濟(jì)的蓬勃發(fā)展，傳統(tǒng)的全能型企業(yè)已不再適應(yīng)市場的需要，大企業(yè)選擇將部分非核心企業(yè)外包給中小企業(yè),它們之間逐漸形成了一個有大企業(yè)、中小企業(yè)組成的供應(yīng)鏈,企業(yè)與企業(yè)之間的競爭已逐步轉(zhuǎn)向了供應(yīng)鏈與供應(yīng)鏈之間的競爭。無論是核心企業(yè)還是中小企業(yè)，為增強(qiáng)自身實(shí)力，都迫切需要在減少成本支出的同時擴(kuò)大銷量，這就需要企業(yè)在尋找資金的同時提高資金利用效率。銀行將一條供應(yīng)鏈上的所有企業(yè)作為一個整體來考察并提供融資服務(wù)，突破了傳統(tǒng)貿(mào)易融資只考察一個企業(yè)的局限性，可在滿足企業(yè)融資需求的同時提升自己的中間業(yè)務(wù)收益。 跨國銀行已將供應(yīng)鏈融資視為中間業(yè)務(wù)收入的主要增長點(diǎn),并廣泛預(yù)期其仍有著很大的增長空間。在國內(nèi)商業(yè)銀行紛紛推出供應(yīng)鏈融資服務(wù)、搶奪供應(yīng)鏈?zhǔn)袌龇蓊~的時候，H銀行作為其中的一員，憑借其在貿(mào)易融資領(lǐng)域的豐富經(jīng)驗、專業(yè)技術(shù)優(yōu)勢和人才優(yōu)勢，適時推出了自己的供應(yīng)鏈融資品牌，并形成了相對完善的供應(yīng)鏈融資運(yùn)作模式。然而，，如何在激烈的市場競爭中避免產(chǎn)品的同質(zhì)化，凸顯自己的特色，是H銀行目前亟待研究的課題。 本文的主要研究內(nèi)容如下： 首先，本文梳理了供應(yīng)鏈融資的國內(nèi)外相關(guān)理論，分析了供應(yīng)鏈融資的內(nèi)涵、基本特征和主要運(yùn)作模式等，并總結(jié)了供應(yīng)鏈融資的理論成因，在此基礎(chǔ)上，對供應(yīng)鏈融資未來的發(fā)展趨勢做了展望，從而印證了現(xiàn)階段H銀行對供應(yīng)鏈融資運(yùn)作模式進(jìn)行優(yōu)化的必要性。 其次，本文從H銀行供應(yīng)鏈融資的運(yùn)作體系構(gòu)成、運(yùn)作模式構(gòu)成、風(fēng)險控制手段三方面對H銀行供應(yīng)鏈融資運(yùn)作模式進(jìn)行了闡述，并結(jié)合實(shí)際案例分析評價了H銀行供應(yīng)鏈融資所取得的市場應(yīng)用效果。在此前提下，本文分析認(rèn)為H銀行現(xiàn)行供應(yīng)鏈融資運(yùn)行面臨三個問題：第一，H銀行的供應(yīng)鏈融資發(fā)展戰(zhàn)略定位不明確；第二，H銀行的供應(yīng)鏈融資風(fēng)險控制體系尚不健全；第三，H銀行供應(yīng)鏈融資運(yùn)作的電子平臺建設(shè)相對滯后。 最后，本文針對H銀行的供應(yīng)鏈融資優(yōu)化目標(biāo)對現(xiàn)有運(yùn)作模式進(jìn)行了優(yōu)化方案設(shè)計：首先，H銀行應(yīng)確定戰(zhàn)略發(fā)展定位，突破同質(zhì)化競爭，以產(chǎn)品創(chuàng)新和現(xiàn)有產(chǎn)品的靈活組合應(yīng)用，在更廣泛的行業(yè)領(lǐng)域推廣H銀行的供應(yīng)鏈融資業(yè)務(wù)，樹立特色品牌形象，其次，在發(fā)展業(yè)務(wù)的同時，通過引進(jìn)先進(jìn)評估技術(shù)、完善風(fēng)險評估體系和建立風(fēng)險隔離機(jī)制等措施，構(gòu)筑全新的供應(yīng)鏈融資風(fēng)險控制體系；最后，要順應(yīng)電子商務(wù)日新月異的發(fā)展趨勢，加強(qiáng)電子平臺建設(shè)，實(shí)現(xiàn)H銀行供應(yīng)鏈融資業(yè)務(wù)的長遠(yuǎn)發(fā)展。 本文主要在以下方面進(jìn)行了創(chuàng)新點(diǎn)探討： 通過結(jié)合案例，在全面分析H銀行現(xiàn)行供應(yīng)鏈融資運(yùn)作模式的基礎(chǔ)上，從研究商業(yè)銀行內(nèi)在經(jīng)營動因入手，剖析目前供應(yīng)鏈融資中存在的問題和不足之處，并針對這些問題提出了優(yōu)化設(shè)計方案，本文案例為本人在H銀行實(shí)際工作中的案例，在突出H銀行業(yè)務(wù)特色的同時，也能夠反映目前國內(nèi)商業(yè)銀行供應(yīng)鏈融資運(yùn)作模式的一些共性，因此使本文的優(yōu)化方案更具有可行性和可操作性。
[Abstract]:With the vigorous development of industrial economy, the traditional omnipotent enterprises no longer meet the needs of the market. Large enterprises choose to outsource part of the non-core enterprises to small and medium-sized enterprises. They gradually form a supply chain consisting of large enterprises and small and medium-sized enterprises. The competition between enterprises has gradually turned to supply chain and supply chain. Competition between enterprises. In order to enhance their own strength, both core enterprises and small and medium-sized enterprises urgently need to reduce costs and expenditure while expanding sales, which requires enterprises to find funds while improving the efficiency of capital utilization. Traditionally, trade financing only examines the limitations of an enterprise, which can improve its intermediate business income while meeting the financing needs of the enterprise.
Multinational banks have regarded supply chain financing as the main growth point of intermediate business income, and are widely expected to have a lot of room for growth. With the advantages of technology and talents, H Bank has timely launched its own supply chain financing brand and formed a relatively perfect supply chain financing operation mode. However, how to avoid homogeneity of products and highlight its own characteristics in the fierce market competition is an urgent task for H Bank to study.
The main contents of this paper are as follows:
Firstly, this paper combs the related theories of supply chain financing at home and abroad, analyzes the connotation, basic characteristics and main operation modes of supply chain financing, and summarizes the theoretical causes of supply chain financing. On this basis, the future development trend of supply chain financing is prospected, thus confirming the current operation of H Bank on supply chain financing. The necessity of mode optimization.
Secondly, this paper expounds the operation mode of supply chain financing of Bank H from three aspects of its operation system, operation mode and risk control means, and evaluates the market application effect of supply chain financing of Bank H by combining with practical cases. Firstly, the strategic position of supply chain financing of Bank H is not clear; secondly, the risk control system of supply chain financing of Bank H is not perfect; thirdly, the construction of electronic platform for supply chain financing of Bank H is relatively lagging behind.
Finally, this paper optimizes the existing operation mode according to the supply chain financing optimization objective of H Bank. Firstly, H Bank should determine the strategic development orientation, break through homogeneous competition, promote the supply chain financing business of H Bank in a wider range of industries by means of product innovation and flexible combination of existing products. Secondly, through introducing advanced assessment technology, perfecting risk assessment system and establishing risk isolation mechanism, the brand-new risk control system of supply chain financing is constructed. Finally, we should comply with the rapid development trend of e-commerce, strengthen the construction of electronic platform and realize the supply chain finance of Bank H. Long term development of capital business.
This article mainly focuses on the following aspects:
Based on a comprehensive analysis of the current supply chain financing operation mode of Bank H, this paper analyzes the problems and shortcomings of the current supply chain financing from the study of the internal motivation of commercial banks, and puts forward the optimal design scheme for these problems. While highlighting the characteristics of H-bank business, it can also reflect some common characteristics of the current supply chain financing operation mode of domestic commercial banks, so the optimization scheme in this paper is more feasible and feasible.
【學(xué)位授予單位】：中國海洋大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2012
【分類號】：F274;F832.2

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