本文選題：信用卡風(fēng)險(xiǎn) + 風(fēng)險(xiǎn)管理　； 參考：《南昌大學(xué)》2014年碩士論文

【摘要】：進(jìn)入21世紀(jì)以來(lái)，，社會(huì)經(jīng)濟(jì)環(huán)境、信用卡業(yè)務(wù)環(huán)境逐漸成熟，中國(guó)銀行卡產(chǎn)業(yè)不斷圍繞市場(chǎng)需求，完善產(chǎn)品線，豐富產(chǎn)品功能，實(shí)現(xiàn)了飛速發(fā)展。隨著持卡人規(guī)模、交易量規(guī)模的迅速擴(kuò)張，前期粗放的業(yè)務(wù)模式所帶來(lái)的風(fēng)險(xiǎn)隱患也不斷暴露，信用卡的安全問(wèn)題日益突出。安全問(wèn)題的出現(xiàn)源自各個(gè)業(yè)務(wù)環(huán)節(jié)，但一線獲客管理、中臺(tái)審核管理、后臺(tái)監(jiān)測(cè)管理等環(huán)節(jié)所能利用的業(yè)務(wù)資源、查核技能以及所需依據(jù)的法律規(guī)章所受到的約束都在很大程度上制約了信用卡業(yè)務(wù)的安全發(fā)展。 本文正是在這樣的背景之下，以Z銀行信用卡中心為研究對(duì)象，運(yùn)用理論研究、案例分析、數(shù)據(jù)模型等方法，基于業(yè)務(wù)流程深入剖析提煉出Z銀行信用卡中心在風(fēng)險(xiǎn)管理工作上存在的問(wèn)題：一是基于風(fēng)險(xiǎn)管理的要求，相關(guān)的組織架構(gòu)需進(jìn)行優(yōu)化；二是風(fēng)險(xiǎn)管理工作在各部門間為形成聯(lián)動(dòng)效應(yīng)；三是在獲客流程中的作業(yè)行為有待進(jìn)一步規(guī)范；四是征信審核工作中，信用評(píng)分模型、業(yè)務(wù)支持系統(tǒng)等仍有待優(yōu)化；五是貸后管理工作尚未形成完整科學(xué)的業(yè)務(wù)鏈條。 立足于操作實(shí)務(wù)，本文提出“全流程風(fēng)險(xiǎn)管理”的業(yè)務(wù)策略，Z銀行信用卡中心可以從組織架構(gòu)調(diào)整、制度建設(shè)、系統(tǒng)改造、評(píng)分模型優(yōu)化、績(jī)效考核建制等方面入手，修補(bǔ)風(fēng)險(xiǎn)管理的漏洞，提升風(fēng)險(xiǎn)管理的整體水平，為Z銀行信用卡業(yè)務(wù)的長(zhǎng)久穩(wěn)健發(fā)展奠定基礎(chǔ)
[Abstract]:Since the beginning of the 21st century, the social economic environment and credit card business environment have gradually matured. The banking card industry in China has been continuously focusing on the market demand, perfecting the product line, enriching the product function, and realizing the rapid development.With the rapid expansion of the scale of cardholder and trading volume, the risks brought by the extensive business model in the early period are exposed constantly, and the security problems of credit card are becoming more and more prominent.Safety problems arise from various business links, but the business resources that can be utilized by the first-line management of customers, the management of audit in Central Taiwan, the management of back-office monitoring, and so on,The security of credit card business is largely constrained by the check skills and the restrictions on the laws and regulations required.Under this background, this paper takes the credit card center of Z Bank as the research object, using the methods of theoretical research, case analysis, data model, etc.Based on the analysis of business process, the problems of risk management in Z bank credit card center are abstracted: first, based on the requirements of risk management, the related organizational structure needs to be optimized;Second, risk management work in various departments for the formation of a linkage effect; third, in the process of the business to be further standardized; fourth, credit audit work, credit scoring model, business support system and so on still need to be optimized;Fifth, after the loan management work has not yet formed a complete scientific business chain.Based on the operational practice, this paper puts forward the business strategy of "whole process risk management". The credit card center of Bank Z can start from the aspects of organizational structure adjustment, system construction, system transformation, grading model optimization, performance appraisal system, etc.To mend the loopholes of risk management, to improve the overall level of risk management, and to lay the foundation for the long-term and steady development of the credit card business of Bank Z
【學(xué)位授予單位】：南昌大學(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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本文編號(hào)：1773747