【摘要】：銀行貸款風(fēng)險(xiǎn)管理是指銀行運(yùn)用系統(tǒng)和規(guī)范的方法對(duì)信貸資產(chǎn)進(jìn)行識(shí)別、預(yù)測(cè)和處理，防范和降低風(fēng)險(xiǎn)損失的發(fā)生，并對(duì)信貸活動(dòng)加以影響，以實(shí)現(xiàn)信貸目標(biāo)的信貸調(diào)控行為。在目前吉林省農(nóng)發(fā)行商業(yè)性貸款業(yè)務(wù)比重逐年增加、信用貸款較多、利差為主要收入來源的情況下，貸款投放與管理成為吉林省農(nóng)發(fā)行經(jīng)營管理的重要內(nèi)容之一，因此，有效地識(shí)別和控制貸款風(fēng)險(xiǎn)是增強(qiáng)農(nóng)業(yè)發(fā)展銀行服務(wù)“三農(nóng)”職能、優(yōu)化資源配置及增加收益、全面實(shí)現(xiàn)自負(fù)盈虧、促進(jìn)其可持續(xù)發(fā)展的重要基礎(chǔ)性工作。本文從分析吉林省農(nóng)發(fā)行貸款風(fēng)險(xiǎn)的現(xiàn)狀及存在的問題入手，結(jié)合國內(nèi)外先進(jìn)理論和實(shí)踐，探索控制和防范貸款風(fēng)險(xiǎn)的有效管理方法，對(duì)農(nóng)吉林省農(nóng)發(fā)行的經(jīng)營與管理具有重要意義。 本文首先從農(nóng)發(fā)行承貸主體、市場(chǎng)風(fēng)險(xiǎn)、制度、操作風(fēng)險(xiǎn)等四個(gè)方面角度分析了貸款風(fēng)險(xiǎn)成因。運(yùn)用歸納法、演繹法、比較分析法，揭示當(dāng)前農(nóng)發(fā)行客戶基礎(chǔ)較差、借款企業(yè)自身抗風(fēng)險(xiǎn)能力低、企業(yè)經(jīng)營能力不強(qiáng)、企業(yè)法定代表人道德風(fēng)險(xiǎn)大、較易發(fā)生逆向選擇等客戶自身的風(fēng)險(xiǎn)因素，，糧食市場(chǎng)價(jià)格影響因素較多、間接影響農(nóng)發(fā)行貸款安全，準(zhǔn)入門檻低、貸款條件松、貸款額度不易把控等制度因素。在此基礎(chǔ)上，本文提出了形成農(nóng)發(fā)行準(zhǔn)政策性貸款風(fēng)險(xiǎn)的根源是制度設(shè)計(jì)存在缺陷，貸款風(fēng)險(xiǎn)敞口較大，缺乏有效風(fēng)險(xiǎn)補(bǔ)償機(jī)制，以及政策取向存在偏差的這一理論觀點(diǎn)。準(zhǔn)政策性貸款是以國家信用為基礎(chǔ)，投放在商業(yè)性承貸主體上，而國家政策的目的是維護(hù)糧食安全，商業(yè)性承貸主體的目的是追求利潤最大化。準(zhǔn)政策性貸款的發(fā)展定位難以把握，既要符合《貸款通則》要求，又要落實(shí)國家政策。農(nóng)發(fā)行貸款損失專項(xiàng)準(zhǔn)備（影子撥備）模擬計(jì)提的比例較低，而且沒有相應(yīng)的政策補(bǔ)貼。為了有效提高農(nóng)發(fā)行的貸款風(fēng)險(xiǎn)，本文認(rèn)為應(yīng)該從四個(gè)方面入手提高農(nóng)發(fā)行信貸風(fēng)險(xiǎn)的控制和管理。第一是業(yè)務(wù)發(fā)展選擇。通過加強(qiáng)與地方黨政溝通協(xié)調(diào)，積極發(fā)展政策性中長期信貸業(yè)務(wù)。第二是強(qiáng)化信貸隊(duì)伍建設(shè)，使信貸隊(duì)伍精英化，并優(yōu)化信貸隊(duì)伍結(jié)構(gòu)。同時(shí)，建立健全考核機(jī)制，成立培訓(xùn)中心，開展傳幫帶活動(dòng)。另外，要公開招聘，定向招人，并實(shí)行屬地管理。第三是信貸管理控制。通過合理確定糧油貸款額度和信用敞口，做好“五確認(rèn)”工作，強(qiáng)化收購資金支付和銷售貨款管理，糧食庫存管理，實(shí)現(xiàn)信貸風(fēng)險(xiǎn)管控。第四是執(zhí)行力建設(shè)。要提高執(zhí)行力，關(guān)鍵在人，關(guān)鍵在領(lǐng)導(dǎo)干部。通過更新思想觀念、強(qiáng)化素質(zhì)、抓好落實(shí)、信息反饋、發(fā)揮表率作用、加強(qiáng)管理等手段，有效提高執(zhí)行力。
[Abstract]:Bank loan risk management means that banks use systematic and standardized methods to identify, predict and deal with credit assets, prevent and reduce the occurrence of risk losses, and influence credit activities in order to achieve credit objectives. At present, the proportion of commercial loan business of Agricultural Development Bank of Jilin Province is increasing year by year, the credit loan is more and more, the interest rate difference is the main income source, the loan investment and the management become one of the important contents of the management of Jilin Province Agricultural Development Bank, therefore, To identify and control the loan risk effectively is an important basic work for the Agricultural Development Bank to strengthen its function of serving agriculture, rural areas and farmers, optimize the allocation of resources and increase revenue, fully realize self-responsibility for profits and losses, and promote its sustainable development. Based on the analysis of the present situation and the existing problems of the loan risk of Agricultural Development Bank of Jilin Province, combined with the advanced theory and practice at home and abroad, this paper explores the effective management methods to control and prevent the loan risk. The management and management of Agricultural Development Bank of Jilin Province is of great significance. Firstly, this paper analyzes the causes of loan risk from four aspects: the principal part, market risk, system and operation risk of Agricultural Development Bank. By using inductive method, deductive method and comparative analysis method, it is revealed that at present the customer base of Agricultural Development Bank is poor, the borrowing enterprises have low ability to resist risks, the management ability of enterprises is not strong, and the moral hazard of the legal representatives of enterprises is great. The risk factors of customers such as adverse selection are easy to occur, and there are many factors affecting the price of grain market, which indirectly affect the loan safety, low entry threshold, loose loan conditions, difficult to control loan quota and other institutional factors. On this basis, this paper puts forward the theoretical viewpoint that the root of forming the risk of quasi-policy loan of Agricultural Development Bank is the defect of system design, the large exposure of loan risk, the lack of effective risk compensation mechanism, and the deviation of policy orientation. The quasi-policy loan is based on the state credit and is put into the commercial lending subject. The purpose of the state policy is to maintain the food security, and the purpose of the commercial lender is to pursue the maximum profit. The development orientation of quasi-policy loans is difficult to grasp, which not only meets the requirements of the General principles of loan, but also implements the national policies. The proportion of special reserve (shadow provision) of Agricultural Development Bank's loan loss is low, and there is no corresponding policy subsidy. In order to effectively improve the loan risk of the Agricultural Development Bank, this paper holds that the control and management of the credit risk of the Agricultural Development Bank should be improved from four aspects. The first is the choice of business development. Through strengthening communication and coordination with local party and government, we should actively develop medium-and long-term credit business. The second is to strengthen the construction of credit force, make credit team elite, and optimize the structure of credit force. At the same time, the establishment of a sound assessment mechanism, the establishment of training centers, to carry out activities. In addition, to open recruitment, targeted recruitment, and the implementation of territorial management. The third is credit management control. Through the rational determination of grain and oil loan quota and credit exposure, the work of "five confirmation" should be done well, and the management of purchase fund payment and sale payment, grain inventory management and credit risk control should be strengthened. The fourth is the construction of executive power. To improve implementation, the key lies in people, the key lies in leading cadres. Through renewing ideology, strengthening quality, carrying out well, information feedback, giving play to the role of example, strengthening management and so on, the execution ability is improved effectively.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F832.4

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