H銀行后臺集中運營管理改進研究
發(fā)布時間：2019-05-22 20:19
【摘要】：上個世紀(jì)九十年代,通過對利用信息技術(shù)的發(fā)展和應(yīng)用,全球銀行業(yè)紛紛對業(yè)務(wù)流程進行再造改革,創(chuàng)新風(fēng)險控制體系,改革整合信息數(shù)據(jù)系統(tǒng),尋求最佳運營解決方案,提高運營管理水平,進而提升企業(yè)的核心競爭力。進入二十一世紀(jì)以來,國際銀行已進入運營管理的信息化時代,國際上知名銀行都選擇建立集中作業(yè)中心已成為國運營業(yè)務(wù)的后臺處理機構(gòu)。如花旗銀行、匯豐銀行、德意志銀行瑞士銀行等都已經(jīng)實現(xiàn)了前后臺分離作業(yè)模式,并且都在全球范圍內(nèi)建立了后臺集中作業(yè)中心,總行后臺或區(qū)域后臺標(biāo)準(zhǔn)化處理集中上來的業(yè)務(wù),建立集約化運營體系,以利于提高銀行營運效率,控制風(fēng)操作險,降低企業(yè)營運成本并發(fā)揮規(guī)模經(jīng)濟優(yōu)勢,提升服務(wù)質(zhì)量,提高競爭力。目前,國內(nèi)銀行業(yè)如工行、農(nóng)行、中行、建行等大型商業(yè)銀行均已經(jīng)建立全國性或區(qū)域性的后臺業(yè)務(wù)處理中心。國內(nèi)銀行業(yè)借鑒國際銀行運營管理的先進經(jīng)驗,再造業(yè)務(wù)流程,前后臺業(yè)務(wù)分離,后臺標(biāo)準(zhǔn)化、流程化處理業(yè)務(wù),旨在提高我國銀行業(yè)在國際銀行業(yè)中的競爭力。隨著國內(nèi)經(jīng)濟的快速發(fā)展,信息技術(shù)的高速發(fā)展和應(yīng)用,國內(nèi)銀行業(yè)運營管理的缺陷日漸顯現(xiàn),外界環(huán)境對銀行產(chǎn)品和服務(wù)的要求也逐漸提高,迫使國內(nèi)銀行業(yè)進入飛速發(fā)展和轉(zhuǎn)型階段,經(jīng)營轉(zhuǎn)型和風(fēng)險控制成為國內(nèi)商業(yè)銀行首要選擇,尋求最佳解決方案適應(yīng)時代發(fā)展。我國的商業(yè)銀行積極引進后臺業(yè)務(wù)集中化標(biāo)準(zhǔn)化作業(yè)運營,這種運營的目的很明顯,就是為了降低成本、提高服務(wù)質(zhì)量和效率、改善客戶體驗以及降低操作風(fēng)險,確實取得了一定的成效。目前我國商業(yè)銀行實施后臺集中運營涉及的業(yè)務(wù)種類和取得效果來看,存在很多的不足。一方面,我國主要的商業(yè)銀行實施集中運營只是將一些流程簡單重復(fù)、處理頻繁的柜面會計業(yè)務(wù)從前臺分離集中到后臺作業(yè)中心進行處理。另一方面,后臺集中運營并沒有使緩解前臺柜面的工作壓力,前臺的人力資源并沒有得到有效的釋放去支援前臺的終端營銷上去。我國集中運營作業(yè)模式確實存在很多的不足,但是通過國內(nèi)銀行人不斷的探索和改進,相信會有一個光明的前途,能給我國商業(yè)銀行提高運營實力提供很大的幫助。本文以H銀行實施的后臺集中運營為例,通過對商業(yè)運用管理相關(guān)理論和概念,總結(jié)國內(nèi)外學(xué)者對該課題研究的現(xiàn)狀,分析其實施的現(xiàn)狀和取得的成效。針對其實施過程中的存在的問題提取可行性的對策和建議。希望通過本文對該的研究為其他銀行的業(yè)務(wù)流程再造提供借鑒。
[Abstract]:In the 1990s, through the development and application of information technology, the global banking industry has carried out business process reengineering reform, innovated risk control system, reformed and integrated information data system, and sought the best operational solution. Improve the level of operation and management, and then enhance the core competitiveness of enterprises. Since the beginning of the 21 century, the international banks have entered the information age of operation and management. The international well-known banks have chosen to establish a centralized operation center to become the background processing organization of the national operation business. Such as Citibank, HSBC, Deutsche Bank, UBS and so on, have realized the front and back separation operation model, and have set up the background centralized operation center all over the world. The head office background or regional background standardization handles the centralized business, establishes the intensive operation system, in order to improve the bank operation efficiency, controls the wind operation insurance, reduces the enterprise operation cost and gives full play to the scale economy advantage, enhances the service quality, Improve competitiveness. At present, domestic banks such as ICBC, Agricultural Bank, Bank of China, Construction Bank and other large commercial banks have established national or regional back-office business processing centers. The domestic banking industry draws lessons from the advanced experience of international bank operation and management, reengineering the business process, separating the front and back business, standardizing the background and processing the business, in order to improve the competitiveness of China's banking industry in the international banking industry. With the rapid development of domestic economy and the rapid development and application of information technology, the defects of domestic banking operation and management are becoming more and more obvious, and the requirements of external environment for banking products and services are also gradually increasing. Forced the domestic banking industry to enter the rapid development and the transformation stage, the management transformation and the risk control has become the domestic commercial bank the first choice, seeks the best solution to adapt to the times development. The commercial banks of our country actively introduce the background business to centralize the standardized operation, the purpose of this kind of operation is very obvious, that is, to reduce the cost, improve the service quality and efficiency, improve the customer experience and reduce the operational risk. Indeed, some results have been achieved. At present, there are many shortcomings in the business types and results involved in the implementation of background centralized operation of commercial banks in China. On the one hand, the implementation of centralized operation by the main commercial banks in our country only repeats some processes simply, and the frequent counter accounting business is separated from the front desk to the background operation center for processing. On the other hand, the centralized operation of the background does not relieve the working pressure of the front desk, and the human resources of the front desk have not been effectively released to support the terminal marketing of the front desk. There are many shortcomings in the centralized operation mode in our country, but through the continuous exploration and improvement of domestic banks, I believe there will be a bright future, which can provide great help for our commercial banks to improve their operational strength. Taking the background centralized operation implemented by H Bank as an example, this paper summarizes the present situation of domestic and foreign scholars' research on this subject through the related theories and concepts of commercial application management, and analyzes the present situation and achievements of its implementation. According to the existing problems in the process of its implementation, the countermeasures and suggestions are drawn. It is hoped that the research in this paper will provide reference for the business process reengineering of other banks.
【學(xué)位授予單位】：安徽大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F832.2
本文編號：2483226
[Abstract]:In the 1990s, through the development and application of information technology, the global banking industry has carried out business process reengineering reform, innovated risk control system, reformed and integrated information data system, and sought the best operational solution. Improve the level of operation and management, and then enhance the core competitiveness of enterprises. Since the beginning of the 21 century, the international banks have entered the information age of operation and management. The international well-known banks have chosen to establish a centralized operation center to become the background processing organization of the national operation business. Such as Citibank, HSBC, Deutsche Bank, UBS and so on, have realized the front and back separation operation model, and have set up the background centralized operation center all over the world. The head office background or regional background standardization handles the centralized business, establishes the intensive operation system, in order to improve the bank operation efficiency, controls the wind operation insurance, reduces the enterprise operation cost and gives full play to the scale economy advantage, enhances the service quality, Improve competitiveness. At present, domestic banks such as ICBC, Agricultural Bank, Bank of China, Construction Bank and other large commercial banks have established national or regional back-office business processing centers. The domestic banking industry draws lessons from the advanced experience of international bank operation and management, reengineering the business process, separating the front and back business, standardizing the background and processing the business, in order to improve the competitiveness of China's banking industry in the international banking industry. With the rapid development of domestic economy and the rapid development and application of information technology, the defects of domestic banking operation and management are becoming more and more obvious, and the requirements of external environment for banking products and services are also gradually increasing. Forced the domestic banking industry to enter the rapid development and the transformation stage, the management transformation and the risk control has become the domestic commercial bank the first choice, seeks the best solution to adapt to the times development. The commercial banks of our country actively introduce the background business to centralize the standardized operation, the purpose of this kind of operation is very obvious, that is, to reduce the cost, improve the service quality and efficiency, improve the customer experience and reduce the operational risk. Indeed, some results have been achieved. At present, there are many shortcomings in the business types and results involved in the implementation of background centralized operation of commercial banks in China. On the one hand, the implementation of centralized operation by the main commercial banks in our country only repeats some processes simply, and the frequent counter accounting business is separated from the front desk to the background operation center for processing. On the other hand, the centralized operation of the background does not relieve the working pressure of the front desk, and the human resources of the front desk have not been effectively released to support the terminal marketing of the front desk. There are many shortcomings in the centralized operation mode in our country, but through the continuous exploration and improvement of domestic banks, I believe there will be a bright future, which can provide great help for our commercial banks to improve their operational strength. Taking the background centralized operation implemented by H Bank as an example, this paper summarizes the present situation of domestic and foreign scholars' research on this subject through the related theories and concepts of commercial application management, and analyzes the present situation and achievements of its implementation. According to the existing problems in the process of its implementation, the countermeasures and suggestions are drawn. It is hoped that the research in this paper will provide reference for the business process reengineering of other banks.
【學(xué)位授予單位】：安徽大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F832.2
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，本文編號：2483226
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