發(fā)布時(shí)間：2018-05-19 05:44

  本文選題：銀行 + 授信盡職��； 參考：《西南財(cái)經(jīng)大學(xué)》2014年碩士論文

【摘要】：隨著我國(guó)商業(yè)銀行近十多年的外延式粗放型發(fā)展,在經(jīng)營(yíng)過程中如何做到授信盡職管理一直是國(guó)內(nèi)金融界關(guān)注的焦點(diǎn)。為了防范銀行在經(jīng)營(yíng)信貸業(yè)務(wù)中存在的操作風(fēng)險(xiǎn)、信用風(fēng)險(xiǎn)、市場(chǎng)風(fēng)險(xiǎn)和法律風(fēng)險(xiǎn)等,不僅需要通過設(shè)立一個(gè)專職防范風(fēng)險(xiǎn)的管理部門,依靠更專業(yè)的人才更有效的發(fā)現(xiàn)并排除潛在的風(fēng)險(xiǎn)隱患,保障銀行信貸資產(chǎn)的安全；更需要更加完善的制度和更加先進(jìn)的科技手段來強(qiáng)化銀行全體從業(yè)人員的風(fēng)險(xiǎn)管理意識(shí),提高授信盡職能力。 M銀行是一家發(fā)展迅速的全國(guó)性股份制商業(yè)銀行,在發(fā)展的過程經(jīng)歷了多次的改革與轉(zhuǎn)型,由于業(yè)務(wù)的發(fā)展速度很快,資產(chǎn)業(yè)務(wù)進(jìn)行了大力的拓展,而在授信的貸前、貸中和貸后等環(huán)節(jié)中難免出現(xiàn)了一些瑕疵、漏洞,如何均衡業(yè)務(wù)快速發(fā)展與完善授信盡職管理與考核是值得思考的理論和現(xiàn)實(shí)問題。 本文首先通過以M銀行的4個(gè)授信不盡職案例來展開,以案例分析的形式將其中的問題暴露出來,發(fā)現(xiàn)授信盡職環(huán)節(jié)中存在的問題,并尋求案例給我們帶來的啟示。 第二是通過中外商業(yè)銀行在授信盡職中的現(xiàn)狀對(duì)比和SWOT分析,對(duì)雙方在各自優(yōu)劣勢(shì)和競(jìng)爭(zhēng)威脅方面進(jìn)行比較,從而發(fā)現(xiàn)其中帶來的啟示。 第三是通過分析M銀行在授信盡職中的問題及成因。包括目前M銀行授信盡職的現(xiàn)狀及分析,按照銀監(jiān)會(huì)的《商業(yè)銀行授信工作盡職指引》要求,結(jié)合國(guó)內(nèi)外同業(yè)的先進(jìn)經(jīng)驗(yàn),對(duì)比M銀行授信盡職中的不足。分析差距的背景和各種成因。 第四是通過以上4個(gè)案例的問題總結(jié)和M銀行與國(guó)外先進(jìn)商業(yè)銀行的差距成因分析,探索能真正實(shí)現(xiàn)盡職的對(duì)策。從操作風(fēng)險(xiǎn)、信用風(fēng)險(xiǎn)、市場(chǎng)風(fēng)險(xiǎn)和法律風(fēng)險(xiǎn)等逐個(gè)探索；結(jié)合如何利用《巴塞爾新資本協(xié)議》中的三大支柱對(duì)授信盡職行為進(jìn)行管理；運(yùn)用客戶之聲、六西格瑪、平衡計(jì)分卡等先進(jìn)的現(xiàn)代管理工具,對(duì)M銀行的制度、流程進(jìn)行再造,全面向國(guó)外先進(jìn)商業(yè)銀行靠攏,縮小差距,這樣案例中反映出來的授信不盡職問題也就自然而然的順利解決。 本文結(jié)合了本人在銀行風(fēng)險(xiǎn)管理部的工作經(jīng)驗(yàn),分享了工作中遇到的實(shí)際案例,為了保護(hù)客戶隱私,對(duì)關(guān)鍵詞和關(guān)鍵數(shù)據(jù)做了處理。希望通過案例分析,找出差距和對(duì)策,能為進(jìn)一步提高M(jìn)銀行甚至各商業(yè)銀行的授信盡職的能力和水平出力。但由于自我的理論高度不夠、工作經(jīng)驗(yàn)不豐富,文章中難免存在諸多的遺漏、疏忽甚至是錯(cuò)誤,敬請(qǐng)各位專家教授批評(píng)指教,本人自當(dāng)虛心聽取,在今后的日常工作與學(xué)習(xí)中不斷改正! 謝謝各位評(píng)審老師和答辯老師!
[Abstract]:With the extensive development of commercial banks in China in recent ten years, how to manage credit and due diligence has always been the focus of attention in domestic financial circles. In order to guard against the operational risk, credit risk, market risk and legal risk of the bank in the operation of credit business, it is not only necessary to set up a full-time risk management department. Relying on more professional talents to find and eliminate potential risk risks more effectively, to ensure the safety of bank credit assets, more perfect system and more advanced scientific and technological means are needed to strengthen the risk management awareness of all bank employees. Improve credit and due diligence. M Bank is a rapidly developing national joint-stock commercial bank. In the process of development, it has undergone many reforms and transformations. Due to the rapid development of its business, the asset business has been greatly expanded, and before the granting of credit, There are some defects and loopholes in the links of credit and credit. How to balance the rapid development of business and improve the credit due diligence management and assessment is a theoretical and practical problem worth thinking about. In this paper, four credit failure cases of M Bank are first introduced, and the problems are exposed in the form of case analysis, and the problems in credit due diligence are discovered, and the enlightenment of the cases is sought. The second is to compare the status quo of Chinese and foreign commercial banks in credit due diligence and SWOT analysis to compare the advantages and disadvantages of both sides and the competitive threat. The third is through the analysis of M Bank in credit due diligence problems and causes. Including the current situation and analysis of M bank credit due diligence, according to the requirements of CBRC's "Commercial Bank Credit due diligence guidelines", combined with the advanced experience of domestic and foreign banks, compared the shortcomings of M Bank credit due diligence. Analyze the background and causes of the gap. Fourth, through the summary of the above four cases and the analysis of the causes of the gap between M Bank and foreign advanced commercial banks, this paper explores the countermeasures that can truly realize the dutifulness. From the operational risk, credit risk, market risk and legal risk, etc.; how to use the three pillars of the Basel new capital agreement to manage credit due diligence; using the voice of customers, six Sigma, Balance scorecard and other advanced modern management tools, to reengineer the system and process of M Bank, to draw close to foreign advanced commercial banks in an all-round way, and to narrow the gap. This case reflects the issue of credit undue diligence will naturally be resolved smoothly. This paper combines my working experience in the risk management department of the bank, sharing the actual cases encountered in the work, in order to protect the privacy of customers, the key words and key data are processed. The author hopes to find out the gap and countermeasures through case study, which can further improve the ability and level of credit and due diligence of M Bank and even commercial banks. However, due to the lack of theoretical height of the self and the lack of experience in the work, there are inevitably many omissions, negligence and even mistakes in the article. Please ask the experts and professors to criticize and give advice, so I should listen to myself with an open mind. In the future daily work and learning to constantly correct! Thank you all judges teacher and reply teacher!
【學(xué)位授予單位】：西南財(cái)經(jīng)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

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