银行流程再造是一种根据前台受理、后台处理的集中处理运行形式，渐渐向后台转 移关于业务处理和风险预防的职责，逐渐提高运行效率，节省成本资金使用，强化风险 控制，其在行业竞争、客户服务方面带来了有力支撑。从国内银行结算业务的发展流程 来看，传统的零散分布的处理模式已经和目前银行业的发展方向不匹配，业务处理没有 统一的标准和规范，风险管理能力差、客户服务以及业务处理效率低下，为解决目前这 种困境，探索新的结算业务模式势在必行。 本文是对银行B2B结算业务流程再造与优化进行研究，采用文献研究法与案例分 析法开展研究，主要分为六个章节。第一章是引言。本章主要对文章的研究背景进行介 绍、分析研究的意义，了解国内外学者在业务流程方面的研究现状，明确研究内容与研 究所使用的方法。第二章是理论基础。本章主要介绍了业务流程再造、银行业务流程再 造等相关概念以及流程管理理论、流程再造理论等与研究相关的理论基础，为研究提供 基础保障。第三章是N支行B2B结算业务流程发展现状。本章主要介绍了N支行的基 本情况、N支行B2B结算业务组成与流程现状、N支行B2B结算业务流程存在问题、 N支行B2B结算业务现有流程不良影响。第四章是N支行B2B结算业务流程优化设计， 明确B2B结算业务优化的原则及目标，B2B结算业务优化的组织架构、B2B结算业务 优化设计。第五章是N支行B2B业务流程优化方案及保障措施。本章主要分析优化方 案的实行以及实施保障。第六章是结论。主要对文章的研究进行总结。 本文通过研究发现N支行B2B结算业务流程存在缺乏标准规范、业务流程复杂、 营销方式不合理、流程管理缺少考核、未充分以客户为中心、集中业务处理单一环节业 务处理能力欠缺、缺少有效的风险控制管理体系。明确优化原则及目标后，提出规范N 支行结算业务流程、简化结算业务流程、建立以客户为中心的营销模式、建立健全考核 机制、建立以客户为中心的观念、完善集中业务处理环节、建立健全风险管理体制，同 时为确保优化流程的顺利实施，提出了主管部门监督实行优化流程、设置更新流程的开 始时间、构建业务指标值三方面的保障措施。本次研究对于N支行的B2B结算业务发 展起到了推进作用，同时对银行业在B2B结算业务流程方面的研究提供了借鉴。 关键词：结算业务，流程再造，优化，银行，B2B II Abstract Bankprocessreengineeringisacentralizedprocessingandoperationformbasedon receptionandbackgroundprocessing,graduallytransferringtheresponsibilityofbusiness processingandriskpreventiontothebackground,graduallyimprovingoperationefficiency, savingcostandcapitaluse,andstrengtheningriskcontrol.Ithasbroughtstrongsupportin industrycompetitionandcustomerservice.Fromtheperspectiveofthedevelopmentprocess ofdomesticbanksettlementbusiness,traditionalscattereddistributionofprocessingmode andthedevelopmentdirectionofthecurrentbankingmismatch,businessprocessingno unifiedstandardsandnorms,poorriskmanagementability,customerservice,andbusiness processingefficiencyislow,inordertosolvethecurrentpredicament,itisimperativeto exploreanewmodeofsettlementbusiness. ThispaperstudiestheprocessreengineeringandoptimizationofbankB2Bsettlement business,adoptsliteratureresearchmethodandcaseanalysismethod,andismainlydivided intosixchapters.Thefirstchapteristheintroduction.Thischaptermainlyintroducesthe researchbackgroundofthearticle,analyzesthesignificanceoftheresearch,understandsthe researchstatusofdomesticandforeignscholarsintheaspectofbusinessprocess,anddefines theresearchcontentandmethodsusedintheresearch.Thesecondchapteristhetheoretical basis.Thischaptermainlyintroducestheconceptsrelatedtobusinessprocessreengineering andbankbusinessprocessreengineering,aswellasthetheoreticalbasisrelatedtothe research,suchasprocessmanagementtheoryandprocessreengineeringtheory,soasto providebasicguaranteefortheresearch.ChapterthreeisthedevelopmentstatusofN branch'SB2Bsettlementbusinessprocess.ThischaptermainlyintroducesNbranch'sbasic situation,Nbranch'sB2Bsettlementbusinesscompositionandprocessstatus,Nbranch's B2Bsettlementbusinessprocessproblems,Nbranch'sexistingPROCESSadverseimpact. ThefourthchapteristheoptimizationdesignofTHEB2BsettlementbusinessprocessofN branch,clarifyingtheprinciplesandobjectivesofB2Bsettlementbusinessoptimization,the organizationalstructureofB2Bsettlementbusinessoptimization,andtheoptimizationdesign ofB2Bsettlementbusiness.Chapter5isNbranchB2Bbusinessprocessoptimization schemeandsafeguardmeasures.Thischaptermainlyanalyzestheimplementationand III implementationguaranteeoftheoptimizationscheme.Chaptersixistheconclusion.This papermainlysummarizestheresearchofthispaper. Throughresearch,thispaperfindsthattheB2BsettlementbusinessprocessofNbranch lacksstandardsandnorms,thebusinessprocessiscomplex,themarketingmethodis unreasonable,theprocessmanagementlacksassessment,thecustomerisnotfullycentered, thecentralizedbusinessprocessingabilityofasinglelinkisinsufficient,andtheeffective riskcontrolmanagementsystemislacking.Clearoptimizationprincipleandtarget,the proposedspecificationNbranchsettlementbusinessprocesses,simplifythesettlement businessprocesses,establishtakethecustomerasthecenterofthemarketingmode, establishingandperfectingtheassessmentmechanism,establishingtheideaoftakethe customerasthecenter,improvethecentralizedbusinessprocessinglink,establishasound riskmanagementsystem,atthesametimetoensurethesmoothimplementationofthe optimizationprocess,putforwardthedepartmentinchargeofsupervisionandimplement optimizationprocess,setthestartoftheupdateprocesstime,buildbusinessindexesfrom threeaspectsofsafeguardmeasures.ThisstudypromotesthedevelopmentofB2Bsettlement businessofNbranch,andprovidesreferencefortheresearchonB2Bsettlementbusiness processofthebankingindustry. Keywords:Settlementbusiness,Processreengineering,Tooptimizethe,bank,B2B IV 目录 第1章引言..............................................................................................................................1 1.1选题背景.......................................................................................................................1 1.2研究意义.......................................................................................................................2 1.3国内外研究现状...........................................................................................................3 1.3.1国内研究现状.......................................................................................................3 1.3.2国外研究现状.......................................................................................................4 1.4研究内容及研究方法...................................................................................................5 1.4.1研究内容...............................................................................................................5 1.4.2研究方法...............................................................................................................6 1.5技术路线.......................................................................................................................7 第2章理论基础......................................................................................................................8 2.1概念界定.......................................................................................................................8 2.1.1流程的定义...........................................................................................................8 2.1.2业务流程再造的定义...........................................................................................8 2.1.3银行业务流程再造...............................................................................................9 2.1.4业务流程再造的内涵与方向.............................................................................10 2.2理论基础.....................................................................................................................11 2.2.1流程管理理论.....................................................................................................11 2.2.2流程再造理论.....................................................................................................13 2.2.3银行业务流程再造理论.....................................................................................13 2.2.4六西格玛管理理论.............................................................................................14 第3章N支行B2B结算业务流