I 摘要 随着金融全球化竞争加剧，以及国内网络金融市场的疾速发展，传统商业银行面 临愈加激烈的挑战。不仅面临业务发展的竞争，而且面临客户服务质量与效率，以及 客户服务体验等银行业软实力的竞争。在全球银行“柜台+后台中心”的营运模式下， 论文以A银行SX分行营运中心营运流程为研究对象，在企业流程再造理论方法的指 导下，对营运中心流程进行再造，以达到全面提升营运能力、降低营运成本的目标。 论文的主要工作：论文在对企业流程理论综述的基础上，首先，依据流程再造理 论指导，对A银行SX分行营运中心营运流程现状进行了分析，深入研究了当前流程 中存在的问题，包括：纸质档案流转时间长、成本高、风险大；业务同质化、营运资 源浪费；业务制度使用流程分散导致营运效率低下；外包公司选择流程粗放等。 其次，运用企业流程再造理论对A银行SX分行营运中心的流程进行了再造，包 括“上游”网点和营运中心流程再造：在流程的“上游”网点，一是通过自助手段智 能客户自助办理流程，同时通过智能柜员终端合并与优化网点业务操作流程，实现客 户选择一个方案、提供一次证件、输入一次密码的一站式业务办理；二是逐步推进无 纸化业务办理，缩减营运成本，提升营运效率。在营运中心层面，一是在网点凭证无 纸化的基础上，营运中心集中、事中、事后实现电子凭证共享，缩减纸质凭证扫描时 间和营运成本，提升营运效率；二是规范营运中心制度使用流程，设计开发制度导入 平台，将OA制度库制度同步导入营运中心各业务平台，形成营运中心使用制度统一 “出口”和“入口”,智能更新融合业务制度，提升业务办理效率；三是引入层次分 析法优化外包公司选择流程，提升外包业务处理风险控制能力以及业务处理效率和质 量。 最后，对营运中心流程再造实施方案进行了详细设计，包括省行管理决策层在再 造规划、实施步骤、风险把控等方面做好与总行的沟通协调和政策支撑；向总行申请 做好系统开发与测试；省分行做好流程再造的制度与流程准备、参数与网络配置、设 备布置与支撑、人员与绩效支撑；逐步分阶段推广实施营运中心流程再造工作，保障 营运流程再造工作的顺利进行。 关 键 词：营运中心，流程，再造，研究 ABSTRACT III ABSTRACT With the intensification of financial globalization competition and the rapid development of domestic online financial market, traditional commercial banks are facing more and more fierce challenges. Not only face the competition of business development, but also face the competition of customer service quality and efficiency, as well as the competition of banking soft power such as customer service experience. Under the operation mode of "counter background center" of global bank, this paper takes the operation process of SX Branch of Bank A as the research object, and under the guidance of the theory and method of enterprise process reengineering, reengineering the operation center process in order to achieve the goal of improving the operation ability and reducing the operating cost in an all-round way. The main work of this paper: on the basis of summarizing the theory of enterprise process, first of all, according to the guidance of process reengineering theory, this paper analyzes the present situation of the operation process of SX Branch of Bank A, and deeply studies the problems existing in the current process, including: the circulation time of paper files is long, the cost is high, the risk is large, the business homogenization, the waste of operating resources; The decentralized use process of business system leads to low operational efficiency; outsourcing companies choose extensive process and so on. Secondly, the business process reengineering of Bank A SX Branch operating Center is carried out by using the theory of enterprise process reengineering, including "upstream" network and operation center process reengineering: in the "upstream" network of the process, one is to intelligent customer self-help management process through self-help means, at the same time, through the intelligent teller terminal to merge and optimize the network business operation process, to realize the customer to choose a scheme and provide a certificate. Enter a password for one-stop business processing; Second, gradually promote paperless business management, reduce operating costs, improve operational efficiency. At the level of operation center, first, on the basis of paperless network voucher, the operation center is centralized, in the event, the sharing of electronic voucher can be realized afterwards, the scanning time and operating cost of paper voucher can be reduced, and the operation efficiency can be improved. Second, standardize the system use process 西安电子科技大学硕士学位论文 IV of the operation center, design and develop the system introduction platform, introduce the OA system library system into each business platform of the operation center synchronously, form the unified "export" and "entrance" of the operation center use system, intelligently update the fusion business system, and improve the efficiency of business management. Third, the analytic hierarchy process (AHP) is introduced to optimize the selection process of outsourcing companies, to improve the risk control ability of outsourcing business processing and the efficiency and quality of business processing. Finally, the implementation plan of the operation center is designed in detail, including the communication, coordination and policy support between the provincial bank management decision-making level and the head office in the aspects of reengineering planning, implementation steps, risk control, etc. Keywords: Operation Center, Operation process, Reengineering, Research 插图索引 V 插图索引 图1.1 研究思路流程图 .......... 5 图2.1 企业流程再造实施步骤 ............................. 9 图3.1 营运中心总体组织架构图 ....................... 11 图3.2 营运中心业务流程总体图 ....................... 12 图3.3 公司结算集中处理操作流程图 ............... 13 图3.4 资金汇划业务处理流程 ........................... 14 图3.5 信用卡集中预审业务处理流程图 ........... 15 图3.6 信贷放款业务处理流程图 ....................... 16 图3.7 个人业务集中授权业务处理流程图 ....... 17 图3.8 银企对账业务处理流程图 ....................... 19 图3.9 监控预警业务处理流程图 ....................... 20 图3.10 会计稽核业务处理流程图 ..................... 21 图3.11 总行集中采购的外包公司选择流程图 . 23 图3.12 省行集中采购的外包公司选择流程图 . 23 图4.1 营运中心营运流程再造总体架构图 ....... 30 图4.2 无纸化模式下业务流程示意图 ............... 33 图4.3 再造后的资金汇划处理操作流程图 ....... 34 图4.4 再造后的信用卡集中预审业务处理流程图 .......................... 35 图4.5 再造后的个人业务集中授权处理流程图 .............................. 36 图4.6 再造后的银企对账业务处理流程图 ....... 37 图4.7 再造后的公司结算集中处理操作流程图 .............................. 39 图4.8 再造后的信贷放款业务处理流程图 ....... 40 图4.9 再造后的集中监控预警业务处理流程图 .............................. 41 图4.10 再造后的会计稽核业务处理流程图 ..... 42 图4.11 营运中心业务制度规范化流程图 ......... 45 图4.12 L业务外包商选择的层次决策模型 ....... 47 图4.13 再造后的总行集中采购的外包公司选择流程图 ................ 53 图4.14 再造后的省行集中采购的外包公司选择流程图 ................ 53 图5.1 实施方案流程图 ........ 55 表格索引 VII 表格索引 表3.1 信用卡集中预审现行流程综合评价 ....... 15 表3.2 个人业务集中授权现行流程综合评价 ... 18 表3.3 银企对账现行流程综合评价 ................... 19 表3.4 会计稽核现行流程综合评价 ................... 22 表4.1 信用卡集中预审再造后流程预计综合评价 .......................... 35 表4.2 个人业务集中授权再造后流程预计综合评价 ...................... 36 表4.3 银企对账再造后流程预计综合评价 ....... 38 表4.4 会计稽核再造后流程预计综合评价 ....... 42 表4.5 以“风控能力”为准则的三个外包商的判断矩阵 ................... 48 表4.6 以“外包成本”为准则的三个外包商的判断矩阵 ................... 48 表4.7 以“专业资质”为准则的三个外包商的判断矩阵 ................... 49 表4.8 以“网络服务能力”为准则的三个外包商的判断矩阵 ........... 50 表4.9 判断准则间的判断矩阵 ........................... 51 目录 IX 目录 摘要 ............ I ABSTRACT ........................... III 插图索引 .. V 表格索引 VII 第一章 绪论 ......................... 1 1.1 研究的背景与意义 . 1 1.1.1 研究的背景 .. 1 1.1.2 研究的意义 .. 1 1.2 国内外银行营运流程