本文選題：穩(wěn)健經(jīng)營 + 前后臺分離改革　； 參考：《南昌大學(xué)》2012年碩士論文

【摘要】：近30年來,國際先進(jìn)商業(yè)銀行借助IT技術(shù),掀起了以后臺業(yè)務(wù)運營集約化為核心的業(yè)務(wù)模式變革,成效明顯。建行于2008年底啟動了深化前后臺業(yè)務(wù)分離項目改革,改革的核心內(nèi)容是對涉及柜面業(yè)務(wù)的流程重組,屆時,多項產(chǎn)品和結(jié)算業(yè)務(wù)的辦理流程都將發(fā)生巨大的變化,對全行的風(fēng)險管理體制、內(nèi)部控制體系都提出了更高的要求。建設(shè)銀行作為五大國有商業(yè)銀行之一,深化前后臺分離項目的推出開創(chuàng)了國有大型商業(yè)銀行業(yè)務(wù)集約化的先河。本文通過對改革后操作風(fēng)險管理研究,一是為項目上線后平穩(wěn)運行提供理論參考,有利于加強后續(xù)的風(fēng)險控制和監(jiān)管；二是國有大型商業(yè)銀行的前后臺分離項目均處于起步階段,希望通過研究探討柜面業(yè)務(wù)前后臺分離后可能導(dǎo)致的風(fēng)險問題,為促進(jìn)和完善國有商業(yè)銀行操作風(fēng)險防范體系提供有價值的建議。 本文以操作風(fēng)險管理相關(guān)理論為基礎(chǔ),通過對建設(shè)銀行風(fēng)險管理現(xiàn)狀和前后臺分離改革后風(fēng)險進(jìn)行分析,結(jié)合國內(nèi)外商業(yè)銀行操作風(fēng)險管理經(jīng)驗比較借鑒,以此發(fā)現(xiàn)建設(shè)銀行操作風(fēng)險管理的不足,并提出具體的防范措施。本文在結(jié)構(gòu)上共分6章。其中：第1章為導(dǎo)論；第2章商業(yè)銀行前后臺分離和操作風(fēng)險管理理論概述；第3章建設(shè)銀行風(fēng)險管理現(xiàn)狀和前后臺分離改革后操作風(fēng)險分析；第4章國內(nèi)外商業(yè)銀行風(fēng)險管理經(jīng)驗借鑒比較；第5章建設(shè)銀行前后臺分離改革后風(fēng)險防范措施；第6章結(jié)論與展望。 文章重點分析了建設(shè)銀行前后臺分離改革的必要性和改革后操作風(fēng)險的主要表現(xiàn)形式,包括內(nèi)外部欺詐風(fēng)險,客戶、產(chǎn)品與商業(yè)行為風(fēng)險,執(zhí)行交割和流程管理風(fēng)險,經(jīng)營中斷和系統(tǒng)錯誤風(fēng)險等；針對建設(shè)銀行在操作風(fēng)險管理中存在的主要問題,分別提出了加強文化建設(shè),健全操作風(fēng)險管理組織架構(gòu),完善操作風(fēng)險管理流程,加強內(nèi)部控制等一系列針對前后臺分離改革后操作風(fēng)險防范的措施。
[Abstract]:In the past 30 years, the international advanced commercial banks, with the help of IT technology, have set off a transformation of the business model in which Taiwan's business operations become intensive, and the results are obvious. At the end of 2008, CCB launched the reform of deepening the front and back business separation project. The core content of the reform is the reengineering of the process involving counter business. At that time, the processing process of a number of products and settlement services will undergo tremendous changes. To the whole bank's risk management system, the internal control system has put forward the higher request. As one of the five state-owned commercial banks, the launch of the project of deepening the separation of the front and back has created the first step of the intensive business of the state-owned large commercial banks. Through the study of operational risk management after the reform, the first is to provide theoretical reference for the smooth operation of the project after going online, which is conducive to strengthening the subsequent risk control and supervision; Second, the front and back separation projects of large state-owned commercial banks are all in the initial stage, hoping to discuss the risk problems that may result from the separation of the front and back scenes of the counter business through research. To promote and improve the operational risk prevention system of state-owned commercial banks to provide valuable advice. Based on the theory of operational risk management, this paper analyzes the current situation of risk management of China Construction Bank and the risk after the separation of the front and back, and combines the operational risk management experience of commercial banks at home and abroad for reference. In order to find out the shortcomings of operational risk management in China Construction Bank, and put forward specific preventive measures. This paper is divided into 6 chapters in structure. The first chapter is the introduction, the second chapter is the overview of the theory of separation and operation risk management of commercial banks, the third chapter is the current situation of risk management of China Construction Bank and the analysis of operational risk after the reform of separation of front and background. Chapter 4 draws lessons from the domestic and foreign commercial banks' risk management experience; chapter 5, the risk prevention measures after the separation of the front and back of the construction bank; chapter 6, the conclusion and prospect. This paper mainly analyzes the necessity of the reform of China Construction Bank and the main forms of operational risk after the reform, including internal and external fraud risk, customer risk, product and business behavior risk, execution delivery risk and process management risk. In view of the main problems existing in the operation risk management of China Construction Bank, the paper puts forward separately strengthening the cultural construction, perfecting the organizational structure of operational risk management, perfecting the operation risk management process, Strengthen the internal control and a series of measures to prevent the operational risk after the reform.
【學(xué)位授予單位】：南昌大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2012
【分類號】：F832.2

【引證文獻(xiàn)】

相關(guān)碩士學(xué)位論文 前1條

1 張宜琳;商業(yè)銀行對公柜面業(yè)務(wù)操作風(fēng)險防控研究[D];西北農(nóng)林科技大學(xué);2013年

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本文編號：1853690