I 摘要 随着金融市场环境的不断变化,我国商业银行逐渐面向市场化运作,重点营 销大客户成为商业银行获得较高回报率的第一选择，加强市场贷款规模投放，鼓 励重点行业发展，顺应政策导向的要求，做好大客户管理工作成为商业银行的首 要任务。随着中央银行对于商业银行监管力度的加强，大客户的敞口管理必将受 到重视，激烈的市场竞争环境也促使银行更加关注信用风险管理和资产质量。随 着商业银行对大客户风险管理的重视，在实际工作中贷后管理的重要性认识不断 提高，但贷后管理制度和流程仍然存在滞后性。商业银行还需不断加强银行内部 管控和抵御外部风险能力,深入客户融资环境减少银企信息不对称的影响，通过 准事业部制改革、行业客户专业化经营，根据不同时期风险程度适时调整授信政 策，使之有效提升行业集团客户的风险识别、把控、化解能力。 本文主要分析 J 银行河南省分行大客户的贷后管理现状，以目前信贷资产分 布情况和大客户整体信用风险为基础，结合贷后管理相关理论概念，介绍了 J 银 行河南省分行贷后管理的制度和主要内容。结合 J 银行河南省分行大客户的真实 案例，从案例中分析企业逾期的成因。例如在贷后管理工作中哪些规定动作未落 到实处，对实质性风险的把控措施不到位等，多方面分析贷后管理工作中的问题， 然后通过案例中对贷后管理出现的问题找出对应的成因，如：贷后管理风险意识 不够，忽视了对重点行业的风险把控，银企信息不对称，贷后管理工作的激励约 束机制不完善，外部金融市场的变化等因素，并结合大客户的属性和摒弃过时的 贷后管理理念，提出具体、有效、全面的贷后管理建议，转变“重贷轻管”思想。 针对大客户特点改进风险识别的方法和风险预警的范围；结合大客户业务种类和 行业形势完善内部控制结构；整合贷后管理考核机制和责任人的管理模式及理 念；通过实现内外部信息共享，达到灵活应对外部风险预警并及时采取风险缓释 措施；更新贷后管理工作体系，加强 J 银行整体竞争力及资产管理质量，为对有 效化解风险、减少损失，防患于未然，保证贷款的安全性提供了新的思路。 关键字：大客户；贷后管理；风险防范Abstract II Abstract With the constant change of financial market environment, China's commercial Banks gradually geared to the needs of market operation, the key marketing big customers become the first choice of the commercial Banks to seek higher returns, strengthen the market size of the loan, encourage the development of key industries, complying with the requirements of policy guidance, and the management of large customers become the primary task of commercial Banks. With the strengthening of the supervision of commercial Banks by the central bank, the exposure management of big clients will be paid more attention to, and the fierce market competition environment also urges Banks to pay more attention to credit risk management and asset quality. With commercial Banks attaching more importance to risk management of large clients, the importance of post-loan management in practical work has been constantly improved. However, post-loan management system and process are still lagging behind. Commercial Banks still need to continuously strengthen internal control and the ability to resist external risk, deeply customer financing environment to reduce the information asymmetry argues, through accurate division system reform, industry specialization operation, customer risk degree timely adjust the credit policy according to the different period, make the effective promotion of industry group clients risk identification, control, resolving ability. Based on the current distribution of credit assets and the overall credit risk of big customers, this paper introduces the system and main contents of in Henan branch of J bank 's post-loan management in combination with relevant theories and concepts of post-loan management. Combined with the real case of big customer of in Henan branch of J bank, the causes of overdue payment of enterprises are analyzed from the case. For example what rules of post-loan management action has not implemented, the control measures of substantial risk is not in place, such as the various problems in analysis of post-loan management, and then through the case of post-loan management problems to find the corresponding factors, such as: post-loanAbstract III management risk awareness is not enough, overlooked the risk control of key industries, the fact information asymmetry, imperfect post-loan management mechanism of incentive and constraint, the external factors such as the change of the financial market, and combined with the big customer attributes and abandon the outdated post-loan management idea, put forward concrete and effective and comprehensive post-loan management advice, change "heavy light tube" thought. Improve the method of risk identification and the scope of risk early warning according to the characteristics of big customers; Improve the internal control structure by combining the business types of key customers and the industry situation; Integrate the post-loan management assessment mechanism and the management mode and philosophy of the responsible person; Through the realization of internal and external information sharing, it can flexibly respond to the early warning of external risks and take risk mitigation measures in time. To update the post-loan management system, strengthen the overall competitiveness and asset management quality of Bank J, and provide new ideas for effectively resolving risks, reducing losses, preventing problems before they arise, and ensuring the security of loans. Key words: big customers; after loan management; risk prevention目录 IV 目录 摘要.............Ⅰ ABSTRACT .....Ⅱ 第一章 绪论...1 第一节 研究背景及研究意义...................1 一、研究背景.1 二、研究意义.2 第二节 国内外研究现状...........................2 一、国外研究现状........................2 二、国内研究现状........................5 三、国内外研究综述....................6 第三节 研究内容与方法...........................6 一、研究内容.6 二、研究方法.6 第四节 创新点与不足7 第二章 相关概念及理论基础.....8 第一节 相关概念........8 一、风险管理概念........................8 二、大客户的定义........................8 第二节 商业银行贷后管理的主要内容...9 一、商业银行信贷风险类别........9 二、商业银行贷后风险计量与评估.........................11 三、商业银行贷后管理的一般方法.........................13 第三节 理论基础......13 一、全面风险管理理论..............13 二、信息不对称理论..................14 三、内部控制理论......................14目录 V 第三章 J 银行河南省分行大客户信贷业务贷后管理现状............. 16 第一节 J 银行河南省分行概况..............16 一、J 银行河南省分行信贷业务简介......................16 二、J 银行河南省分行大客户信用风险现状......... 18 三、J 银行河南省分行不良贷款情况......................19 第二节 J 银行河南省分行大客户信贷业务贷后管理现状.20 一、J 银行信贷业务贷后管理的基本规定............. 20 二、J 银行信贷业务贷后管理的组织架构............. 21 三、J 银行信贷业务贷后管理的操作流程............. 22 四、J 银行信贷业务贷后管理的考核评价体系..... 23 第四章 J 银行河南省分行大客户信贷业务贷后管理存在问题及原因 分析...............26 第一节 J 银行河南省分行大客户信贷业务贷后管理存在问题 ......................26 一、集团客户风险识别不到位..26 二、对重点行业的风险预警监测不全面................ 28 三、内部管控措施薄弱..............30 四、贷后管理风险监督存在缺陷.............................32 五、银企信息不对称，风险防范不及时................ 35 第二节 存在问题的原因分析.................35 一、内部控制不健全..................35 二、贷后管理模式落后..............36 三、贷后管理人员素质不高......36 四、外部因素加剧信贷风险......37 第五章 J 银行河南省分行大客户信贷业务贷后管理的对策............. 39 第一节 加强集团客户贷后管理风险识别措施....................39 一、建立“重点提示名单”，掌握重点客户风险特征.......................39 二、加强担保圈的风险监测......40 三、通过风险排查防范集团客户的典型风险........ 40 第二节 完善重点客户全面风险预警体系............................41 一、利用”大数据”信息，扩大风险监测范围.... 41目录 VI 二、强化日常监控，提高风险预警处置能力........ 42 三、重点客户纳入楔形作业，加强风险核查........ 43 第三节 细化内部管控，优化风险对策.43 一、建立专职贷后管理团队......43 二、内部控制特别措施 ............45 三、加强信贷资产五级分类管理.............................46 第四节 完善贷后管理监督考核机制.....46 一、加强风险文化认识..............46 二、建立自上而下的贷后管理监督体系................ 47 三、强化考核约束力度..............47 第五节 建立风险信息共享，抵御外部风险........................48 一、实现内外部信息共享..........48 二、搜集外部信息，实时掌控企业动向................ 48 第六章 结论与展望...................49 第一节 结论..............49 第二节 展望..............50。。。。。。以下内容略