摘要
摘要
随着金融体系的持续发展，我国公募基金行业也迎来了快速发展的时期。公
募基金公司业务更是变得日益多元化和复杂化，随之而来的是操作风险事件屡屡
发生，操作风险带来的损失金额和影响程度越发严重。在此形势下，操作风险管
理的重要性日益凸显，公募基金公司操作风险管理也逐渐被重视。
本文研究不仅有助于公募基金公司依据全面风险管理及COSO风险管理框架
有关理论，构建操作风险管理框架；还有助于公募基金公司依据业务流程再造相
关原则方法，对于零散、间断、重复、冲突的流程进行梳理和改造，同时配合操
作风险管理框架相关内容要求，对业务流程操作风险实施有效的控制和管理。
本文以业务流程再造与操作风险管理框架相结合的方法，进行了操作风险识
别与自我评估，从事前预警、事中控制、事后监督等多方面对同业存款业务流程
的高风险点提出了具体管控措施和管理建议。同时基于业务流程再造制定了R
基金公司同业存款业务的关键风险指标，开展了操作风险损失数据收集，并对同
业存款业务的关键风险指标和损失数据之间的关系进行了Pearson相关性研究。
还根据R基金公司同业存款、债券相关业务等6项流程再造前后的处理时间、差
错次数，以及操作风险点管控效率进行了对比；运用了加权平均数计算6项业务
流程再造前后的操作风险比率；利用了詹森指数（Jensen）模型计算业务流程再
造前后的固定收益型基金超额收益率；通过多项数据分析对业务流程再造的运行
效率和运行结果进行评价，验证了业务流程再造对操作风险管理具有良好的效果。
本文通过同业存款及债券相关业务的流程再造案例可知，业务流程再造与操
作风险管理框架相结合，是比较有效的、精细化的操作风险管理方法，可以降低
操作风险事件；对于稳定公募基金公司收益、保持公募基金公司良好形象和信誉
起到积极作用；还便于在行业内推广和应用于多方面、多领域。
因此，基于业务流程再造进行操作风险管理，能够为公募基金公司操作风险
管理研究提供实践指导和参考依据；能够为公募基金公司操作风险管理发展起到
借鉴和帮助作用；也能够为公募基金公司未来基于业务流程再造角度开展更全面、
更深入、更广泛的操作风险管理研究奠定基础；还能够为公募基金公司研究操作
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摘要
风险管理激发新的探索思路。
关键词：公募基金公司；操作风险；操作风险管理；业务流程；业务流程再
造
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Abstract
Abstract
With the continuous development of the financial system, China's public fund
industry has also ushered in a period of rapid development. The business of public
fund companies has become increasingly diversified and complex, followed by the
frequent occurrence of operational risk events, and the loss amount and impact of
operational risk have become more serious. In this situation, the importance of
operational risk management has become increasingly prominent, and the operational
risk management of public fund companies has also been gradually valued.
This study will not only help public fund companies to build an operational risk
management framework based on the theory of comprehensive risk management and
COSO risk management framework; It also helps public fund companies to sort out
and reform the scattered, intermittent, repetitive and conflicting processes according
to theprinciples and methods relatedto business processreengineering, and
implement effective control and management of the operational risk of business
processes in accordance withthe requirements of the relevant contentof the
operational risk management framework.
This papercombines business processreengineering and operationalrisk
management framework to conduct operational risk identification and self-assessment,
and puts forward specific control measures and management suggestions for high-risk
points of interbank deposit business process in many aspects, such as early warning,
in-process control, and post supervision. At the same time, based on the business
process reengineering, we formulated the key risk indicators of R Fund's interbank
deposit business, carried out the collection of operational risk loss data, and conducted
a Pearson correlation study on the relationship between the key risk indicators and
loss data of interbank deposit business. It also compares the processing time, error
frequency, and operational risk point control efficiency before and after six process
reengineering processes, including R Fund's interbank deposits and bond related
businesses; The weighted average is used to calculate the operational risk ratio before
and after 6 business process reengineering; Jensen index model is used to calculate
the excess return rate of fixed income funds before and after business process
reengineering; Through multiple data analysis, the operation efficiency and results of
BPR are evaluated, which verifies that BPR has a good effect on operational risk
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