本文選題：前后臺分離　切入點(diǎn)：操作風(fēng)險　出處：《寧波大學(xué)》2014年碩士論文

【摘要】：2000年以來，國內(nèi)金融體系進(jìn)一步開放，商業(yè)銀行間競爭更為激烈。依托日漸強(qiáng)大的IT技術(shù)，國外商業(yè)銀行的后臺運(yùn)營集約化得以實(shí)現(xiàn)，銀行流程再造所帶來的成效被國內(nèi)各家商業(yè)銀行關(guān)注，紛紛向這種模式學(xué)習(xí)并嘗試運(yùn)用。這種模式即后臺提供保障和支持，前臺負(fù)責(zé)營銷和服務(wù)功能，簡稱前后臺分離，是銀行流程再造在現(xiàn)階段的具體表現(xiàn)形式。 建行于2006年提出實(shí)行運(yùn)營體制改革的第一代轉(zhuǎn)型，2008年底啟動了深化前后臺業(yè)務(wù)分離項(xiàng)目改革的第二代轉(zhuǎn)型，在2014年推行了網(wǎng)點(diǎn)綜合化、柜員綜合化、營銷綜合化的“三綜合”的第三代轉(zhuǎn)型。建行有步驟地實(shí)行前后臺分離模式就是為了防止因?yàn)闃I(yè)務(wù)流程發(fā)生的巨大變化而產(chǎn)生的操作風(fēng)險，以循序漸進(jìn)的方式緩慢釋放操作風(fēng)險。同時前后臺分離模式對建行的風(fēng)險管理體制、內(nèi)控體系都提出了更高的要求，急切需要運(yùn)用操作風(fēng)險管理理論來指導(dǎo)前后臺分離模式的推行，使之趨于合理和完善。 對建行前后臺分離模式下的操作風(fēng)險管理研究，一是為建行進(jìn)行中的前后臺分離第三次及以后轉(zhuǎn)型的平穩(wěn)運(yùn)行提供理論參考，，以期加強(qiáng)后續(xù)的操作風(fēng)險監(jiān)控和管理；二是目前國內(nèi)商業(yè)銀行的前后臺分離理論研究和實(shí)踐均處于初級階段，希望通過研究建行前后臺分離模式下可能導(dǎo)致的風(fēng)險問題，提出比較適用的操作風(fēng)險管理對策，為完善國內(nèi)商業(yè)銀行操作風(fēng)險管理體系，豐富操作風(fēng)險管理理論，提供有價值的建議。 本文對商業(yè)銀行前后臺分離模式概念及操作風(fēng)險管理定義和框架進(jìn)行了闡述，通過對商業(yè)銀行前后臺分離模式下現(xiàn)狀的研究，指出在該種模式下可能出現(xiàn)的操作風(fēng)險因素以及對應(yīng)的風(fēng)險損失類型，結(jié)合建行前后臺分離模式推行過程中的現(xiàn)狀，運(yùn)用數(shù)據(jù)統(tǒng)計(jì)及案例分析的方法來尋找和印證建設(shè)銀行前后臺分離模式下操作風(fēng)險可能發(fā)生的原因和主要類型，并借鑒國外具有代表性的商業(yè)銀行：德意志銀行和美國銀行的先進(jìn)操作風(fēng)險管理經(jīng)驗(yàn)，采用建設(shè)銀行前后臺分離操作風(fēng)險實(shí)踐與操作風(fēng)險管理理論相結(jié)合的辦法，以操作風(fēng)險管理策略選擇的基本原則為前提，提出了四大方向的策略，即健全獨(dú)立的操作風(fēng)險管理組織架構(gòu)，完善操作風(fēng)險管理流程，探求操作風(fēng)險管理工具和方法和加強(qiáng)操作風(fēng)險管理環(huán)境的建設(shè)。以期用策略來完善和建立合理的組織架構(gòu)，為國內(nèi)商業(yè)銀行的可持續(xù)發(fā)展的提供動力，來實(shí)現(xiàn)有效的，能創(chuàng)造價值的，操作風(fēng)險可控的前后臺分離模式。
[Abstract]:Since 2000, the domestic financial system has been further opened, and the competition between commercial banks has become more intense.Relying on the increasingly powerful IT technology, foreign commercial banks can realize the intensification of back-office operation, and the results brought by the bank process reengineering have been concerned by domestic commercial banks, so they have learned from this model and tried to use it.This mode is the backstage to provide security and support, the foreground is responsible for marketing and service functions, referred to as the separation of the front and back, is the specific manifestation of bank process reengineering at the present stage.In 2006, CCB initiated the second generation transformation of deepening the reform of the former and backstage business separation projects at the end of 2008, and carried out the network integration and teller integration in 2014.The third generation transformation of marketing integration.In order to prevent the operational risk caused by the huge change of business process, CCB implements the separation mode step by step, and releases the operational risk in a gradual and gradual manner.At the same time, the front-end separation mode has put forward higher requirements to the risk management system and internal control system of CCB, so it is urgent to use the operational risk management theory to guide the implementation of the separation model, so that it tends to be reasonable and perfect.The research on the operational risk management in the former and backstage separation mode of CCB is as follows: one is to provide a theoretical reference for the smooth operation of the third and subsequent transition of CCB in order to strengthen the monitoring and management of subsequent operational risks;Second, at present, the theoretical research and practice of the front-end separation of domestic commercial banks are in the primary stage. We hope to put forward more suitable operational risk management countermeasures by studying the risk problems that may be caused by CCB's front-and-back separation mode.In order to perfect the operational risk management system of domestic commercial banks, enrich the operational risk management theory, and provide valuable advice.In this paper, the concept and definition of operational risk management of commercial bank is expounded, and the current situation of commercial bank separation mode is studied by means of the definition and framework of operational risk management.This paper points out the possible operational risk factors and the corresponding risk loss types in this mode, combined with the current situation in the implementation of the former and backstage separation mode of CCB.Using the method of data statistics and case analysis to find and verify the possible causes and main types of operational risks under the separation mode of front and back of China Construction Bank.Using the advanced operational risk management experience of Deutsche Bank and Bank of America for reference, the paper combines the practice of operational risk separation with the theory of operational risk management of CCB.Based on the basic principles of the choice of operational risk management strategy, the paper puts forward four major strategies, that is, to perfect the independent organizational structure of operational risk management, and to perfect the operational risk management process.Explore operational risk management tools and methods and strengthen the construction of operational risk management environment.With a view to improve and establish a reasonable organizational structure with strategies to provide a motive force for the sustainable development of domestic commercial banks, to achieve an effective, value-creating, operational risk controllable front-and-back separation model.
【學(xué)位授予單位】：寧波大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F832.33

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