本文選題：個(gè)人信貸業(yè)務(wù) + 集中經(jīng)營　； 參考：《電子科技大學(xué)》2014年碩士論文

【摘要】：為加快零售銀行轉(zhuǎn)型步伐,提升個(gè)人信貸業(yè)務(wù)市場競爭力,實(shí)現(xiàn)業(yè)務(wù)發(fā)展和風(fēng)險(xiǎn)控制的有機(jī)結(jié)合,決定對(duì)城市行個(gè)人信貸業(yè)務(wù)實(shí)行集中經(jīng)營模式。這既是A銀行IPO上市的經(jīng)營轉(zhuǎn)型需要,更是應(yīng)對(duì)國內(nèi)銀行同業(yè)和外資銀行競爭發(fā)展的需要。個(gè)人信貸業(yè)務(wù)集中經(jīng)營是指通過設(shè)立專業(yè)化的個(gè)貸經(jīng)營中心,對(duì)城市行個(gè)人信貸業(yè)務(wù)相關(guān)流程進(jìn)行整合優(yōu)化,對(duì)各環(huán)節(jié)的崗位職能進(jìn)行重新界定和規(guī)范,形成立體營銷、專業(yè)運(yùn)作、流程管理、集中經(jīng)營的個(gè)人信貸業(yè)務(wù)運(yùn)作模式,以滿足業(yè)務(wù)發(fā)展和風(fēng)險(xiǎn)控制的雙重需要,并為構(gòu)建縱向事業(yè)部制搭建經(jīng)營管理的基礎(chǔ)平臺(tái),以實(shí)現(xiàn)個(gè)人信貸業(yè)務(wù)的資產(chǎn)最優(yōu)化和競爭最大化。而個(gè)貸中心是城市行實(shí)施個(gè)貸業(yè)務(wù)集中經(jīng)營的主體,集中上收審查審批(物理地點(diǎn)集中)、用信審核、抵押登記、會(huì)計(jì)放款、檔案管理和貸后管理業(yè)務(wù)環(huán)節(jié),通過標(biāo)準(zhǔn)化作業(yè)、流程化管理,形成專業(yè)化、標(biāo)準(zhǔn)化、集約化的經(jīng)營管理模式。目前同業(yè)均成立了個(gè)貸業(yè)務(wù)集中經(jīng)營中心,集中上收審查審批、用信審核、抵押登記、會(huì)計(jì)放款、檔案登記和貸后管理等業(yè)務(wù)環(huán)節(jié),形成專業(yè)化、標(biāo)準(zhǔn)化、集約化的經(jīng)營管理模式,既提高業(yè)務(wù)效率又提升風(fēng)控層次極大利于業(yè)務(wù)快速發(fā)展。而A行成都市分行目前貸款流程過于分散繁瑣,只有個(gè)別支行采取了相對(duì)集中模式。因此,根據(jù)分行個(gè)貸業(yè)務(wù)發(fā)展現(xiàn)狀及實(shí)際狀況,采取實(shí)行個(gè)貸集中經(jīng)營模式,統(tǒng)一負(fù)責(zé)個(gè)人信貸業(yè)務(wù)流程再造試點(diǎn)、重組管理架構(gòu)、深化制度梳理的推進(jìn)工作,一方面通過業(yè)務(wù)歸口管理使產(chǎn)品制度和營銷策略更貼近市場,提高創(chuàng)新服務(wù)意識(shí)和產(chǎn)品適用化程度;另一方面通過分行中后臺(tái)集約化經(jīng)營模式強(qiáng)化一線營銷職能,提高信貸業(yè)務(wù)審查審批運(yùn)作效率,提高個(gè)貸業(yè)務(wù)風(fēng)險(xiǎn)把控能力。本文擬以A銀行四川省成都市分行作為案例研究的對(duì)象,通過對(duì)集中經(jīng)營前后的流程環(huán)節(jié)的對(duì)比,對(duì)流程過程中存在的問題進(jìn)行分析研究,對(duì)核心業(yè)務(wù)流程進(jìn)行優(yōu)化,設(shè)計(jì)出一套適合成都市分行個(gè)貸中心業(yè)務(wù)發(fā)展的流程,既能提高業(yè)務(wù)效率,滿足市場需要,又能有效防范業(yè)務(wù)風(fēng)險(xiǎn),提升個(gè)貸中心核心競爭力。同時(shí)輔以實(shí)際運(yùn)行情況來展示成效。
[Abstract]:In order to speed up the transformation of retail banks, enhance the competitiveness of the individual credit business market and realize the organic combination of business development and risk control, the centralized management mode is implemented for the individual credit business in the city. This is not only the need of the A bank 's IPO listing, but also the needs of the competition and development of the banking and foreign banks in the country. The centralized management of personal credit business refers to the integration and optimization of the related process of individual credit business through the establishment of a specialized personal loan business center, redefining and standardizing the post functions of each link, forming a stereoscopic marketing, professional operation, process management, and individual credit business operation mode in the set to satisfy the industry. The dual needs of business development and risk control are needed to build the basic platform for the construction of the vertical business system to achieve the optimization and maximization of the competition for the individual credit business. The individual loan center is the main body of the centralized management of the business of the urban bank, focusing on the examination and approval (the physical location), the use of letter audits, and the mortgage Registration, accounting lending, file management and post loan management business links, through standardized operation and process management, form specialized, standardized and intensive management models. The current business has set up a centralized management center for a loan business, concentrating on examination and approval, credit examination, mortgage registration, accounting lending, file registration and post loan management. In order to improve the business efficiency and improve the wind control level, the loan process of the A branch of Chengdu branch is too scattered and cumbersome, and only a few branches have adopted a relative set mode. Therefore, according to the current situation of the development of individual loan business. And the actual situation, take the implementation of a centralized management model, the unified responsibility of the individual credit business process reengineering pilot, the restructuring of the management framework, deepening the promotion of the system, on the one hand, through the management of business return management to make the product system and marketing strategies closer to the market, to improve the awareness of new services and the degree of application of products; on the other hand, The intensive management mode in the branch of the branch will strengthen the line marketing function, improve the efficiency of the examination and approval of the credit business, and improve the ability to control the risk of the individual loan business. This paper is intended to take the Chengdu branch of A bank, Sichuan Province as the case study, and through the comparison of the flow process before and after the centralized operation, the question in the process process is asked. The paper makes an analysis and research, optimizes the core business process, designs a set of procedures suitable for the development of the business development of the individual loan center of Chengdu branch, which can not only improve the business efficiency, meet the market needs, but also effectively prevent the business risk and improve the core competitiveness of the individual loan center.
【學(xué)位授予單位】：電子科技大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F832.4

【參考文獻(xiàn)】

相關(guān)碩士學(xué)位論文 前1條

1 金立強(qiáng);個(gè)人住房貸款風(fēng)險(xiǎn)防范研究[D];蘭州大學(xué);2009年

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本文編號(hào)：2001323