中國建設銀行吉林省分行中小企業(yè)授信業(yè)務風險管理研究
發(fā)布時間：2018-12-24 13:25
【摘要】：建設銀行作為大型國有商業(yè)銀行，近年來，將中小企業(yè)業(yè)務作為戰(zhàn)略性業(yè)務重點發(fā)展。然而中小企業(yè)授信業(yè)務經營的“高風險”與商業(yè)銀行“安全性”原則有較大的矛盾。建設銀行傳統(tǒng)業(yè)務是做“大行業(yè)、大企業(yè)”，涉足中小企業(yè)業(yè)務時間較短，目前對中小企業(yè)授信業(yè)務風險管理基本執(zhí)行與大客戶相同的傳統(tǒng)管理模式，，即從客戶申請貸款開始對客戶進行信用評級、額度授信、信貸審批、貸后管理、風險分類與預警等。無論從評級模型、審批、到貸后管理，仍未脫胎大企業(yè)特點，前后臺偏好背離，人力資源投入大，而不良貸款管控壓力日益突出�？梢哉f，如何提高中小企業(yè)信貸管理的效率，降低放貸業(yè)務的風險成為建設銀行經營管理的核心。中小企業(yè)授信業(yè)務的風險管理是決定建設銀行中小企業(yè)信貸業(yè)務能否健康可持續(xù)發(fā)展的關鍵。 本文通過借鑒國內外先進銀行中小企業(yè)授信業(yè)務風險管理的理論、技術和經驗，對建設銀行中小企業(yè)授信業(yè)務面臨的各類風險，提出授信管理的關鍵風險點，結合對建設銀行吉林省分行授信業(yè)務風險管理現(xiàn)狀的分析與評價，有針對性的提出改進和優(yōu)化中小企業(yè)授信業(yè)務風險管理的具體對策與措施，一是優(yōu)化中小企業(yè)授信業(yè)務信用風險管理。運用中小企業(yè)評分卡作為內部評級工具，對中小企業(yè)信用風險進行計量與評估；加強抵質押品等擔保措施管理，通過各類風險緩釋手段降低信用風險損失；優(yōu)化中小企業(yè)貸款定價管理，確保收益覆蓋風險。二是完善中授信業(yè)務操作風險管理。完善風險集成的信貸管理，將風險管理集成到信貸管理的全流程中，即作用于單一授信業(yè)務風險管理流程的每一個環(huán)節(jié)，如授信調查、信用評價（授信內部評級、授信盡職審查）、授信審批、貸后監(jiān)管（包括貸款收回、不良資產管理）。同時，也是組合信用風險管理的基石，從而提升信貸業(yè)務的風險管理水平。三是健全與中小企業(yè)風險聯(lián)動的內控體系管理。采用中小企業(yè)業(yè)務批量處理的“信貸工廠”模式，制定更為詳盡的貸款管理操作規(guī)程，以及借鑒國外銀行的先進經驗。 同時，為建行吉林省分行中小企業(yè)授信業(yè)務風險管理得以有效實施，本文提出要提供四個方面的保障。一是加強社會誠信體系建設。建立完善政策法規(guī)體系，促進信用數(shù)據的市場化，不斷完善誠信評價機制，促進誠信激勵機制建設；二是建立業(yè)務監(jiān)督、激勵與處罰機制；三是建立專業(yè)化的風險管理系統(tǒng)；四是建立專業(yè)化的從業(yè)人員隊伍。 本文各項研究結論的得出，對于探索適用于中小企業(yè)信貸業(yè)務的風險管理模式，提升管理水平和服務水平，降低成本，控制風險，加強建設銀行吉林省分行中小企業(yè)授信業(yè)務風險管理水平具有一定的意義。
[Abstract]:Construction Bank as a large-scale state-owned commercial bank, in recent years, small and medium-sized business as a strategic business development. However, the "high risk" and the "safety" principle of small and medium-sized enterprises are in conflict with those of commercial banks. The traditional business of China Construction Bank is to do "big industry, big enterprise", and it has been involved in small and medium-sized enterprises for a short period of time. At present, it basically implements the same traditional management mode as large customers for the risk management of the credit business of small and medium-sized enterprises. That is, credit rating, credit quota, credit approval, post-loan management, risk classification and early warning, etc. No matter from rating model, examination and approval, to management after loan, the characteristics of large enterprises are still not born, the backstage preference deviates, the human resource investment is large, and the pressure of non-performing loan management is increasingly prominent. It can be said that how to improve the efficiency of SME credit management and reduce the risk of lending business has become the core of CCB management. The risk management of SME credit business is the key to the healthy and sustainable development of SME credit business in China Construction Bank. Based on the theory, technology and experience of credit business risk management in advanced banks at home and abroad, this paper puts forward the key risk points of credit management for all kinds of risks faced by small and medium-sized enterprises in China Construction Bank. Based on the analysis and evaluation of risk management of credit business in Jilin Branch of China Construction Bank, the paper puts forward specific countermeasures and measures to improve and optimize the risk management of credit business in small and medium-sized enterprises. First, optimize the credit risk management of small and medium-sized enterprises. Using the small and medium-sized enterprise score card as the internal rating tool to measure and evaluate the credit risk of the small and medium-sized enterprises, strengthen the management of the guarantee measures such as the pledge, and reduce the loss of the credit risk through all kinds of risk mitigation methods. Optimize loan pricing management to ensure income coverage risk. Second, improve the operational risk management of credit business. Perfect the credit management of risk integration, integrate risk management into the whole process of credit management, that is, act on every link of the risk management process of single credit business, such as credit survey, credit evaluation (internal rating of credit, internal credit rating, etc. Credit due diligence), credit approval, post-loan supervision (including loan recovery, bad assets management). At the same time, it is the cornerstone of portfolio credit risk management to improve the risk management level of credit business. Third, improve the internal control system management of risk linkage with small and medium enterprises. Adopting the "credit factory" mode of batch processing of small and medium-sized enterprises, formulating more detailed operation rules of loan management, and drawing lessons from the advanced experience of foreign banks. At the same time, in order to effectively implement the risk management of small and medium-sized enterprises in Jilin Branch of China Construction Bank, this paper puts forward four aspects of protection. First, strengthen the construction of social credit system. To establish and perfect the system of policies and regulations, to promote the marketization of credit data, to improve the evaluation mechanism of honesty and credit, to promote the construction of incentive mechanism of honesty, to establish the mechanism of business supervision, incentive and punishment, and to establish a specialized risk management system. Fourth, the establishment of a professional workforce of practitioners. The conclusion of each research in this paper is to explore the risk management model suitable for the credit business of small and medium-sized enterprises, to improve the management level and service level, to reduce the cost and to control the risk. It is significant to strengthen the risk management level of SME credit business in Jilin Branch of China Construction Bank.
【學位授予單位】：吉林大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F832.2;F276.3
本文編號：2390680
[Abstract]:Construction Bank as a large-scale state-owned commercial bank, in recent years, small and medium-sized business as a strategic business development. However, the "high risk" and the "safety" principle of small and medium-sized enterprises are in conflict with those of commercial banks. The traditional business of China Construction Bank is to do "big industry, big enterprise", and it has been involved in small and medium-sized enterprises for a short period of time. At present, it basically implements the same traditional management mode as large customers for the risk management of the credit business of small and medium-sized enterprises. That is, credit rating, credit quota, credit approval, post-loan management, risk classification and early warning, etc. No matter from rating model, examination and approval, to management after loan, the characteristics of large enterprises are still not born, the backstage preference deviates, the human resource investment is large, and the pressure of non-performing loan management is increasingly prominent. It can be said that how to improve the efficiency of SME credit management and reduce the risk of lending business has become the core of CCB management. The risk management of SME credit business is the key to the healthy and sustainable development of SME credit business in China Construction Bank. Based on the theory, technology and experience of credit business risk management in advanced banks at home and abroad, this paper puts forward the key risk points of credit management for all kinds of risks faced by small and medium-sized enterprises in China Construction Bank. Based on the analysis and evaluation of risk management of credit business in Jilin Branch of China Construction Bank, the paper puts forward specific countermeasures and measures to improve and optimize the risk management of credit business in small and medium-sized enterprises. First, optimize the credit risk management of small and medium-sized enterprises. Using the small and medium-sized enterprise score card as the internal rating tool to measure and evaluate the credit risk of the small and medium-sized enterprises, strengthen the management of the guarantee measures such as the pledge, and reduce the loss of the credit risk through all kinds of risk mitigation methods. Optimize loan pricing management to ensure income coverage risk. Second, improve the operational risk management of credit business. Perfect the credit management of risk integration, integrate risk management into the whole process of credit management, that is, act on every link of the risk management process of single credit business, such as credit survey, credit evaluation (internal rating of credit, internal credit rating, etc. Credit due diligence), credit approval, post-loan supervision (including loan recovery, bad assets management). At the same time, it is the cornerstone of portfolio credit risk management to improve the risk management level of credit business. Third, improve the internal control system management of risk linkage with small and medium enterprises. Adopting the "credit factory" mode of batch processing of small and medium-sized enterprises, formulating more detailed operation rules of loan management, and drawing lessons from the advanced experience of foreign banks. At the same time, in order to effectively implement the risk management of small and medium-sized enterprises in Jilin Branch of China Construction Bank, this paper puts forward four aspects of protection. First, strengthen the construction of social credit system. To establish and perfect the system of policies and regulations, to promote the marketization of credit data, to improve the evaluation mechanism of honesty and credit, to promote the construction of incentive mechanism of honesty, to establish the mechanism of business supervision, incentive and punishment, and to establish a specialized risk management system. Fourth, the establishment of a professional workforce of practitioners. The conclusion of each research in this paper is to explore the risk management model suitable for the credit business of small and medium-sized enterprises, to improve the management level and service level, to reduce the cost and to control the risk. It is significant to strengthen the risk management level of SME credit business in Jilin Branch of China Construction Bank.
【學位授予單位】：吉林大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F832.2;F276.3
【參考文獻】
相關期刊論文 前2條
1 張乘勝;;城商行中小企業(yè)風險管理探析——以萊商銀行為例[J];銀行家;2011年05期
2 章彰;;“巴塞爾協(xié)議Ⅲ”下的中小企業(yè)風險管理[J];銀行家;2011年07期
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