本文選題：招商銀行 + 管理國際化��； 參考：《哈爾濱商業(yè)大學(xué)》2014年碩士論文

【摘要】：招商銀行于1987年4月8日成立,總部設(shè)在深圳,作為我國第一家完全由企業(yè)法人持股的股份制商業(yè)銀行,招商銀行歷經(jīng)26年的發(fā)展,已從當(dāng)初偏居深圳蛇口一隅的區(qū)域性小銀行,發(fā)展至如今具有一定規(guī)模與實(shí)力的全國性商業(yè)銀行,初步形成了輻射全國、面向海外的機(jī)構(gòu)體系和業(yè)務(wù)網(wǎng)絡(luò),更被廣大客戶和社會(huì)公眾譽(yù)為國內(nèi)創(chuàng)新能力強(qiáng)、服務(wù)態(tài)度好、技術(shù)實(shí)力雄厚的口碑銀行。 企業(yè)管理理論和實(shí)踐表明,在企業(yè)發(fā)展過程中,管理始終是主要矛盾,如果管理不能及時(shí)跟上發(fā)展的步伐,就可能使發(fā)展倒退甚至出現(xiàn)敗局。在快速發(fā)展過程中,招商銀行始終高度重視并不斷提升管理能力和管理水平,尤其是在其財(cái)務(wù)管理方面,招商銀行給予了高度重視,提出了“管理國際化”的戰(zhàn)略目標(biāo)。管理國際化戰(zhàn)略的推進(jìn),其中至關(guān)重要的一環(huán)就是財(cái)務(wù)管理的國際化。財(cái)務(wù)管理國際化是以成熟的管理理念、完善的管理體制、先進(jìn)的管理技術(shù)為支撐的,要提高財(cái)務(wù)管理的國際化水平,必須高起點(diǎn)的引進(jìn)與應(yīng)用國際先進(jìn)銀行的現(xiàn)代管理技術(shù),建立與管理國際化要求相適應(yīng)的財(cái)務(wù)管理系統(tǒng)。2003年,招商銀行引進(jìn)并實(shí)施了SAP系統(tǒng)(包括財(cái)務(wù)管理和人力資源),SAP財(cái)務(wù)管理系統(tǒng)的全面啟用是招商銀行財(cái)務(wù)管理信息化建設(shè)的重要里程碑,是推進(jìn)財(cái)務(wù)管理工作面向國際化、科學(xué)化、戰(zhàn)略化的重要舉措。 文章以招商銀行財(cái)務(wù)管理領(lǐng)域的ERP項(xiàng)目(SAP財(cái)務(wù)管理系統(tǒng))為案例,剖析了招商銀行引入SAP財(cái)務(wù)管理系統(tǒng)的原因以及建設(shè)目標(biāo),結(jié)合招商銀行實(shí)際應(yīng)用情況,通過對(duì)其財(cái)務(wù)管理系統(tǒng)實(shí)施框架、具體財(cái)務(wù)管理模塊的設(shè)置、組織與實(shí)施全過程的分析與研究,指出招商銀行是如何一步步成功實(shí)施SAP財(cái)務(wù)管理系統(tǒng)的,并通過對(duì)招商銀行實(shí)施SAP財(cái)務(wù)管理系統(tǒng)前后財(cái)務(wù)管理水平的對(duì)比,指出SAP財(cái)務(wù)管理系統(tǒng)為招商銀行財(cái)務(wù)管理領(lǐng)域帶來的深刻變革,通過實(shí)施先進(jìn)的財(cái)務(wù)管理系統(tǒng),能夠幫助財(cái)務(wù)部門實(shí)現(xiàn)轉(zhuǎn)型,提升戰(zhàn)略決策管理能力,將工作重心移向財(cái)務(wù)管理深層次問題,最終提升財(cái)務(wù)管理的價(jià)值和水平,對(duì)于推動(dòng)財(cái)務(wù)管理改革與發(fā)展,增強(qiáng)企業(yè)財(cái)務(wù)管理能力都具有深遠(yuǎn)的影響。文章最后分析和探討了招商銀行SAP財(cái)務(wù)管理系統(tǒng)運(yùn)行中尚存在的不足之處,并總結(jié)了招商銀行實(shí)施SAP財(cái)務(wù)管理系統(tǒng)的相關(guān)經(jīng)驗(yàn),對(duì)當(dāng)今處于財(cái)務(wù)管理轉(zhuǎn)型階段的企業(yè)如何實(shí)施SAP財(cái)務(wù)管理系統(tǒng)提供了一些可供借鑒的思路和方法。
[Abstract]:China Merchants Bank (CMB) was established on April 8, 1987, with its headquarters in Shenzhen. As the first joint-stock commercial bank wholly owned by a legal person in China, CMB has undergone 26 years of development. From the small regional banks in Shekou, Shenzhen, to the national commercial banks with a certain scale and strength, they have initially formed an institutional system and a business network that radiate the whole country and face overseas. Also praised by customers and the public as a strong domestic innovation, good service attitude, strong technical strength of word-of-mouth banks. The theory and practice of enterprise management show that in the process of enterprise development, management is always the main contradiction, if management can not keep up with the pace of development in time, it may cause retrogression or even failure of development. In the process of rapid development, China Merchants Bank has always attached great importance to the management ability and management level, especially in its financial management, China Merchants Bank has attached great importance to it and put forward the strategic goal of "management internationalization". The promotion of management internationalization strategy, one of the most important is the internationalization of financial management. The internationalization of financial management is supported by mature management concept, perfect management system and advanced management technology. In order to improve the internationalization level of financial management, it is necessary to introduce and apply modern management technology of international advanced banks from a high starting point. Establishment of a financial management system commensurate with the requirements of management internationalization. 2003, The introduction and implementation of SAP system (including financial management and human resources) by China Merchants Bank is an important milestone in the informatization construction of China Merchants Bank's financial management. The important action of strategy. Taking the ERP project in China Merchants Bank's financial management field as an example, this paper analyzes the reasons for the introduction of SAP financial management system by China Merchants Bank and its construction objectives, combined with the actual application of China Merchants Bank. Through the analysis and research on the implementation framework of its financial management system, the setting of specific financial management modules, the organization and implementation of the whole process, the paper points out how China Merchants Bank successfully implemented the SAP financial management system step by step. By comparing the level of financial management of China Merchants Bank before and after the implementation of the SAP financial management system, this paper points out that the SAP financial management system brings profound changes to the financial management field of China Merchants Bank, and through the implementation of the advanced financial management system, It can help the financial department to realize the transformation, enhance the ability of strategic decision management, shift the focus of work to the deep level of the financial management, and finally enhance the value and level of the financial management, which will promote the reform and development of the financial management. Enhance enterprise financial management ability has far-reaching influence. Finally, the paper analyzes and discusses the shortcomings of SAP financial management system of China Merchants Bank, and summarizes the relevant experience of SAP financial management system in China Merchants Bank. This paper provides some ideas and methods for enterprises in the transition stage of financial management to implement SAP financial management system.
【學(xué)位授予單位】：哈爾濱商業(yè)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F832.33;F270.7;F830.42

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