2011 年后，经济增速的放缓和企业发展的困境，让中国银行业面临了新的挑
战，快速有效的提升银行的信用风险管理水平对每一家商业银行都尤为重
要。但由于各种原因，作为信用风险管理中重要部分的贷后管理，在各家银
行的重视度都不高

本文以 NC 银行贷后风险管理为研究对象，首先介绍了目前商业银行贷
后管理相关的一些概念；而后结合笔者自身的工作实践，通过对 NC 银行贷
后风险管理的现状进行分析并与优秀贷后管理银行进行对比，使用案例分析
法和对比分析法，发现了 NC 银行贷后管理存在的问题和成因。NC 银行贷
后管理存在的问题包括：岗位职责不清晰，人手紧缺、流动性大，缺乏专业
分工人员，“重贷轻管”意识普遍，考核激励机制设置不合理，贷后管理流
程规范不明确，忽视贷后管理在银企关系中的重要作用，风险预警机制不实
用、不系统，缺乏有效的风险评估办法，缺乏真实的财务数据，缺乏风险控
制制度和团队。而上述问题的成因包括：整体战略以业务发展为主，对风险
管理重视度不够，人员数量和素质跟不上发展速度，人员缺乏专业性分工，
风险管理制度与发展情况不匹配，贷后管理缺乏信息技术的支撑，国内商业
环境不成熟、信用数据不完善

最后针对 NC 银行贷后风险管理存在的问题和成因，本文提出了完善
NC 银行贷后风险管理的方案：建立独立于业务团队的贷后管理团队；建立
立体、多位的贷后管理组织架构，明确贷后管理的相关责任人的职责；培养
健康的信贷风险文化；建立贷后管理过程考核的体系和完善业务单位的绩效
管理机制；建立好贷后管理的操作流程细则，确保其标准化、流程化，重点
突出，并整合贷前、贷中、贷后的信息；发掘贷后管理的增值服务功能；加NC 银行贷后风险管理研究快贷后管理信息技术平台的建立，为贷后管理工作提供完善的科技支撑；制
定软信息指标作为风险预警指标和风险计量模型指标；设立简单有效的风险
预警体系；利用多元逻辑回归模型构建贷款客户违约概率模型，利用贷款押
品的分类、押品价值等构建违约损失率量化模型，再通过违约概率和违约损
失率共同建立二维风险评级体系；建立行业风险监测机制；建立明确的风险
控制制度及流程

笔者设计的完善 NC 银行贷后风险管理的方案，充分考虑了 NC 银行贷
后风险管理问题的成因，对解决其贷后风险管理的问题提供了可实施的参考
方案。但由于本文的研究对象 NC 银行为中小型的城市商业银行，而 NC 银
行的股东主要为民营企业，股权结构和银行性质、银行规模一定程度决定了
银行的组织架构和发展战略。研究对象的局限性决定了本文的研究结果并不
具有普适性，未必适用于中国的其他商业银行。同时，由于笔者认识上和理
论水平存在一定的局限性，使本文的研究结果也有一些不足之处

关键词：商业银行 贷后管理 信用风险AbstractAbstract
Post-loan management refers to the whole process of credit management
from loan issuance or other credit business to the recovery of principal and interest
or the end of credit. Post-loan management is an important part of credit
management. Since 2011, the slowdown in economic growth and corporate
development difficulties have been challenging China&39;s banking industry. It is
particularly important for commercial banks to raise their credit risk management
level rapidly and effectively. However, due to various reasons, post-loan
management as an important part of credit management is not taken seriously in
various banks.
In this paper, the post-loan risk management of NC bank is taken as the object
of study. Firstly, some concepts related to post-loan management of commercial
banks are introduced. Then, based on the author&39;s own work practice, this paper
analyzes the current situation of NCB’s post-loan risk management with
comparing it with the excellent banks in post-loan management and finding out the
problems as well as their causes of NCB’s post-loan management by using case
analysis and comparative analysis. The existing problems of NCB’s post-loan
management include: unclear responsibilities, shortage and mobility of personnel,
lacking professional division of labor, emphasis on lending and neglect of
post-loan management, unreasonable assessment and incentive mechanism,
undefined process of post-loan management, ignorance of the important role of
post-loan management in the relationship between banks and enterprises,
impractical and non-systematic risk precaution mechanism, and lacking effective
risk assessment methods, lacking real financial data and risk control policy and
group. The causes of these problems include: a corporate strategy with much more
emphasis on business development than risk management, the number and quality
of staff lagging the pace of development, lacking cooperation and specialization,
lacking information technology support, immature domestic business environment,Research on Post-Loan Risk Management of NC Bankand insufficient credit data.
In the end, the author puts forward some proposals so as to improve the
post-loan risk management of NC bank: establishing a post-loan management team
independent of the business team; establishing a three-dimensional and
multi-post-loan management organizational structure; establishing a system of
performance management of post-loan management processes and improving the
performance management mechanism of business units; establishing standard and
detailed operational procedures integrating pre-loan, post-loan and
in-the-bank-loan data; exploring value-added functions of post-loan management;
speeding up information technology platform for post-loan management to provide
a sound scientific support; using data indicator for precaution and risk
measurement; setting up a simple precaution mechanism; constructing default
probability using multivariate logistic regression model; calculating default loss
rate using value and classification of loan collateral; establishing a
two-dimensional risk rating system through default probability and default loss
rate; establishing an industry risk monitoring mechanism; and establishing a
specific system and process for risk control.
The author presented practical proposals to improve NCB’s post-loan risk
management, having taken full account of the causes of existing problems of
NCB’s post-loan management. As NCB is a small and medium-sized bank whose
shareholders are mainly private enterprises, its nature and ownership structure
determine its organizational structure and development strategy to a certain extent.
Given this limitation, the results of this study are not universal and may not be
applicable to other Chinese commercial banks.
Keywords: Commercial Bank；Post-Loan Management；Credit Risk目 录目 录
1 绪论.......... 1
1.1 研究背景和意义 ........ 1
1.1.1 研究的背景 .......... 1
1.1.2 研究的意义 .......... 1
1.2 国内外相关研究综述2
1.2.1 国内研究综述 ...... 2
1.2.2 国外研究综述 ...... 5
1.3 研究的思路与方法 .... 6
1.3.1 研究思路 .. 6
1.3.2 研究方法 .. 7
1.4 本文的创新与不足 .... 7
1.4.1 本文的创新 .......... 7
1.4.2 本文的不足 .......... 8
2 商业银行贷后管理概述.. 9
2.1 贷后管理的概念 ........ 9
2.2 贷后管理的必要性 .. 10
2.2.1 信息不对称理论 ...
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