大连理工大学专业学位硕士学位论文
摘
要
随着我国市场经济不断变革发展，不同行业的经济饱和现象逐步显现，随之而来的
产能过剩导致诸多领域的资产流动性大幅下降，从而形成了大量的银行公司信贷不良资
产。不良资产，已经严重侵蚀了银行业的经营利润，处置不良资产俨然成为化解与防范
金融风险的首个急需解决的问题。如何提高不良资产的处置效率，如何提升不良资产处
置的管理水平，对于实体经济的良性运转尤为重要。
目前，国内外对不良资产处置管理的研究基本上都是围绕一家独立运营的金融机构
展开，或者是单一处置方式的剖析研讨，少有具体到一个不良资产处置部门管理改进建
议。面对时下银行业不良资产处置压力陡增的经营环境，结合自身工作所处领域的现状，
针对 A银行 C中心近年来处置不良资产进度缓慢的现象，主要集中在资产规模逐渐加
大，人均管户规模加大，但是人均清收数额却急剧下降。本文分别从人员结构、不良资
产财产线索掌握程度、不良资产估值方法、法律诉讼时效等四个维度出现的问题进行分
析，查找问题成因。根据分析得出问题原因，逐个提出解决办法。
本文写作角度和工作成果将在很大程度上帮助金融机构内部的不良资产运营部门
科学高效地制定处置计划，分析所辖资产面临的清收处置困难，精准制定一户多策，进
而避免过多地消耗人力物力等处置成本，也可以加快银行等金融机构化解存量不良资
产。具体可以通过精简人员提高工作效率，实现专业化清收处置的管理模式；全面掌握
财产线索厘清债权清偿来源与渠道，为债权合理化处置方案提供线索和判断依据；合理
合法合规地测算债权或资产估值结果，做到有据可依；并抓住诉讼时效的黄金期，做到
应诉尽诉，不留法律时效缺口，用法律手段助推清收处置工作的完成。
关键词：不良资产；处置管理；改进建议
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A银行C中心不良资产处置管理的改进研究
Research on the improvement of non-performing assets disposal
management in center C of bank A
Abstract
With the continuous reform and development of China's market economy, the
phenomenon of economic saturation in different industries gradually appears. The resulting
overcapacity has led to a sharp decline in asset liquidity in many fields, resulting in a large
number of non-performing credit assets of banking companies. Non performing assets have
seriously eroded the operating profits of the banking industry. The disposal of non-performing
assets has become the first urgent problem to resolve and prevent financial risks. How to
improve the disposal efficiency of non-performing assets and how to improve the management
level of non-performing assets disposal is particularly important for the benign operation of the
real economy.
At present, the research on the disposal and management of non-performing assets at home
and abroad is basically carried out around an independent financial institution, or the analysis
and discussion of a single disposal method, and there are few specific management
improvement suggestions for a non-performing assets disposal department. In the face of the
current business environment of the sharp increase in the pressure on the disposal of
non-performing assets in the banking industry, combined with the current situation of its own
work field, in view of the slow progress of the disposal of non-performing assets in bank a and
center C in recent years, it is mainly concentrated in the gradual increase of the scale of assets
and the increase of the scale of per capita managed households, but the amount of per capita
settlement has decreased sharply. This paper analyzes the problems from four dimensions:
personnel structure, grasp of clues of non-performing assets, valuation methods of
non-performing assets and limitation of legal proceedings, so as to find out the causes of the
problems. According to the analysis, the causes of the problems are obtained, and the solutions
are put forward one by one.
The writing perspective and work results of this paper will help the non-performing asset
operation departments within financial institutions to formulate disposal plans scientifically
and efficiently, analyze the collection and disposal difficulties faced by the assets under their
jurisdiction, and accurately formulate multiple policies for one household, so as to avoid
excessive consumption of human and material resources and other disposal costs, and speed up
the resolution of stock non-performing assets by banks and other financial institutions.
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大连理工大学专业学位硕士学位论文
Specifically, we can improve work efficiency by streamlining personnel and realize the
management mode of professional collection and disposal; Fully grasp the property clues,
clarify the sources and channels of creditor's rights repayment, and provide clues and judgment
basis for the rational disposal plan of creditor's rights; Reasonably, legally and legally calculate
the valuation results of creditor's rights or assets, so as to have evidence to rely on; And seize
the golden period of limitation of action, so as to respond to all lawsuits, leave no gap in legal
limitation, and use legal means to promote the completion of collection and disposal.
Key Words：Non performing assets; Disposal management; Suggestions for improvement
III
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