本文選題：人力技術(shù)外包采購(gòu)　切入點(diǎn)：軟硬件采購(gòu)　出處：《北京交通大學(xué)》2017年碩士論文　論文類(lèi)型：學(xué)位論文

【摘要】：隨著國(guó)家對(duì)于商業(yè)銀行各項(xiàng)業(yè)務(wù)開(kāi)展審計(jì)要求的不斷調(diào)整,商業(yè)銀行在內(nèi)部運(yùn)營(yíng)和管控方面進(jìn)行了諸多改革。就采購(gòu)工作來(lái)說(shuō),商業(yè)銀行的集中采購(gòu)工作已經(jīng)經(jīng)歷了十多年的發(fā)展歷程。自2001年財(cái)政部下發(fā)的《關(guān)于加強(qiáng)國(guó)有金融企業(yè)集中采購(gòu)管理的若干規(guī)定》以來(lái),各銀行都加強(qiáng)了對(duì)集中采購(gòu)的管理,尤其是對(duì)大宗項(xiàng)目的采購(gòu)管理。作為國(guó)有股份制商業(yè)銀行的代表,國(guó)家對(duì)Z銀行的各項(xiàng)經(jīng)營(yíng)政策支持力度顯著,近年來(lái)Z銀行的業(yè)務(wù)規(guī)模的急劇壯大,大規(guī)模的金融業(yè)務(wù)運(yùn)營(yíng)刺激了采購(gòu)成本的急劇上升和采購(gòu)規(guī)模的不斷擴(kuò)大。為合理控制采購(gòu)成本、提高項(xiàng)目采購(gòu)質(zhì)量,Z銀行逐步實(shí)行大宗項(xiàng)目采購(gòu)管理制,并頒布了《關(guān)于下發(fā)Z銀行集中采購(gòu)管理辦法的通知》,規(guī)定凡金額在人民幣一百萬(wàn)元以上的項(xiàng)目,均為大宗項(xiàng)目,由集中采購(gòu)部門(mén)統(tǒng)一采用招投標(biāo)方式采購(gòu)。但從目前實(shí)施情況來(lái)看,采購(gòu)人員項(xiàng)目采購(gòu)管理專(zhuān)業(yè)知識(shí)不足、采購(gòu)周期長(zhǎng)、采購(gòu)環(huán)節(jié)節(jié)點(diǎn)控制不當(dāng)、采購(gòu)經(jīng)辦人員道德水平有待提升等,這些都是目前Z銀行在實(shí)行大宗項(xiàng)目采購(gòu)管理時(shí)存在的問(wèn)題。項(xiàng)目采購(gòu)管理更能幫助企業(yè)獲得更優(yōu)質(zhì)的供應(yīng)資源,與優(yōu)秀供應(yīng)商建立長(zhǎng)期的、良性的戰(zhàn)略合作關(guān)系,實(shí)現(xiàn)雙贏合作。尤其是通過(guò)引入供應(yīng)商競(jìng)爭(zhēng)機(jī)制,可獲得優(yōu)質(zhì)的大宗項(xiàng)目采購(gòu)業(yè)務(wù),保證采購(gòu)業(yè)務(wù)質(zhì)量,縮減費(fèi)用;在銀行的整體運(yùn)營(yíng)系統(tǒng)中引入資源共享機(jī)制;提升采購(gòu)操作的透明化和合理化,保證正常管理的穩(wěn)定性。本文以Z銀行的兩大采購(gòu)項(xiàng)目,即技術(shù)人力外包采購(gòu)及科技類(lèi)軟硬件采購(gòu)為分析案例,結(jié)合采購(gòu)管理理論知識(shí),通過(guò)員工訪(fǎng)談、調(diào)查問(wèn)卷等形式獲取Z與采購(gòu)相關(guān)數(shù)據(jù),與國(guó)內(nèi)外銀行同業(yè)基本情況進(jìn)行對(duì)比,發(fā)現(xiàn)在Z銀行現(xiàn)有的采購(gòu)業(yè)務(wù)中,存在采購(gòu)規(guī)劃不當(dāng)、采購(gòu)過(guò)程缺乏規(guī)范性操作、合同執(zhí)行不嚴(yán)謹(jǐn)、供應(yīng)商管理力度不足的問(wèn)題,這表明Z銀行在進(jìn)行項(xiàng)目采購(gòu)時(shí),存在管理漏洞和不合理性。本文探討Z銀行大宗項(xiàng)目的采購(gòu)管理,從合規(guī)合法的角度出發(fā),闡述如何對(duì)采購(gòu)過(guò)程進(jìn)行全流程控制,來(lái)降低采購(gòu)成本、提高項(xiàng)目預(yù)算執(zhí)行率、減少內(nèi)部操作風(fēng)險(xiǎn)。通過(guò)分析,本文旨在為減少銀行內(nèi)部巨大經(jīng)營(yíng)成本提供些許實(shí)踐方法的同時(shí),為推動(dòng)項(xiàng)目采購(gòu)管理在大宗采購(gòu)中的應(yīng)用建言獻(xiàn)策,提高商業(yè)銀行采購(gòu)執(zhí)行力。
[Abstract]:With the continuous adjustment of the state audit requirements for commercial banks, commercial banks have carried out many reforms in terms of internal operation and control. As far as procurement is concerned, The centralized procurement of commercial banks has gone through more than a decade of development. Since 2001, the Ministry of Finance issued "on strengthening the centralized procurement management of state-owned financial enterprises", all banks have strengthened the management of centralized procurement. As a representative of state-owned joint-stock commercial banks, the state has made remarkable efforts to support Z Bank's various management policies. In recent years, Z Bank's business scale has grown rapidly. The large-scale operation of financial services has stimulated the sharp rise in procurement costs and the continuous expansion of procurement scale. In order to reasonably control procurement costs and improve the quality of project procurement, Bank Z has gradually implemented the large-scale project procurement management system. It also promulgated the Circular on the centralized Procurement Management measures of Bank Z, which stipulates that projects with a sum of more than 1 million yuan shall be large projects. The centralized purchasing department adopts the method of bidding and bidding in a unified way. However, judging from the current implementation situation, the procurement personnel's professional knowledge of project procurement management is insufficient, the procurement cycle is long, and the node control of the procurement link is improper. The ethical level of procurement staff needs to be improved. These are the problems that exist in the implementation of procurement management for large projects in Bank Z. Project procurement management can help enterprises to obtain more high-quality supply resources. Establish long-term, benign strategic cooperation relationship with excellent suppliers, and realize win-win cooperation. Especially through the introduction of supplier competition mechanism, we can obtain high quality bulk project procurement business, ensure the quality of procurement business, reduce costs; The resource sharing mechanism is introduced into the whole operation system of the bank, and the transparency and rationalization of the purchasing operation are improved to ensure the stability of the normal management. That is, technical manpower outsourcing procurement and technology hardware and software procurement as analysis cases, combined with procurement management theory knowledge, through employee interviews, questionnaires and other forms to obtain Z and procurement related data, and compared with the basic situation of domestic and foreign banks. It is found that in the current procurement business of Z Bank, there are problems such as improper procurement planning, lack of normative operation in the procurement process, lack of strict execution of contracts and insufficient management of suppliers, which indicates that Z Bank is engaged in project procurement. There are management loopholes and irrationality. This paper discusses the procurement management of large projects in Z Bank. From the point of view of compliance and legality, this paper expounds how to control the whole process of procurement in order to reduce the cost of procurement and improve the execution rate of project budget. The purpose of this paper is to provide some practical methods to reduce the huge operating cost of banks, and to provide suggestions for promoting the application of project procurement management in bulk procurement. Improve the procurement execution of commercial banks.
【學(xué)位授予單位】：北京交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類(lèi)號(hào)】：F274;F832.33

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