Research on the Optimization of Post-supervision Process of Credit
Business of A Rural Commercial Bank
Abstract
With the development of our country, great achievements have been made in
economy, and commercial banks have provided an important driving force for it.
However, with the spread of economic globalization，people's needs also change with
the changes of The Times, which makes the banking industry begin to examine its
own problems, seek solutions, to improve its operation and management level.
Among them, the problems existing in small and medium-sized banks need to be
work out eagerly. The development pain points and difficulties such as insufficient
capital strength and non-standard corporate governance are gradually exposed in the
continuous development. In order to further improve the economy and support the
survival and development of small, medium and micro enterprises, the state has
introduced a series of relevant financial policies. Banks will face great pressure and
difficulties, especially the control of credit business and non-performing loans should
be strengthened management, which is undoubtedly another major test for small and
medium-sized banks.
China's banks, especially small and medium-sized banks, are in the stage of scale
expansion with homogenized operation and extensive management. The stress test
brought by the economic environment has made small and medium-sized Banks more
aware of their shortcomings，prompted them to re-examine their management ideas
and business strategies to achieve high-quality development in an efficient way. As
one of the agricultural and commercial banks in Guizhou province, A Rural
Commercial Bank is confronted with many problems in its operation and
development after the reform of Guizhou Rural Credit Cooperatives. Lack of
scientific management concept, management level is not high; The number of
non-performing loans increases and the level of credit risk management is poor. The
demand for talents is great and the brain drain is serious. All these are affecting the
operation and development of A Rural Commercial Bank.
Therefore, this paper takes A Rural Commercial Bank as an example to sort out
and summarize the theories such as process optimization and reengineering in which
to provide the theoretical basis for this paper. Through investigation the credit
business of A Rural Commercial Bank was analyzed to find out the existing problems.
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By analyzing of the problems, the optimization scheme of the post-supervision
process of credit business was studied, in which to reduce the risk of A Rural
Commercial Bank's credit business and improve the management level of credit
business.
Key words：Post-supervision of credit operations；Process optimization；A Rural
Commercial Bank
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目录
第1章 绪论.........................................................3
1.1 研究背景和研究意义............................................3
1.1.1 研究背景..................................................3
1.1.2 研究意义..................................................4
1.2 研究内容和研究方法............................................4
1.2.1 研究内容..................................................4
1.2.2 研究方法..................................................5
1.3 研究思路与创新点..............................................5
1.3.1 研究思路..................................................5
1.3.2 创新点....................................................6
第2章 文献综述与理论基础...........................................6
2.1 文献综述......................................................6
2.1.1 银行业务流程优化再造方面相关研究..........................6
2.1.2 商业银行事后监督方面相关研究..............................8
2.1.3 文献评述..................................................9
2.2 相关理论基础..................................................9
2.2.1 业务流程再造理论..........................................9
2.2.2 银行合规风险管理理论.....................................12
第3章 A农商行发展概况以及信贷业务流程分析........................14
3.1 A农商行发展概况.............................................14
3.2 A农商行信贷业务流程.........................................16
3.3 A农商行信贷业务流程分析.....................................18
3.3.1 流程分析方法.............................................18
3.3.2 评价的具体步骤...........................................19
3.3.3 A农村商业银行信贷业务事后监督流程存在的问题.............25
第4章 A农商行信贷业务事后监督流程优化分析........................28
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