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论文编号：	10715
作者编号：	2120163129
上传时间：	2018/12/9 9:22:28
中文题目：	基于共享服务中心的SC银行运营优化的研究
英文题目：	Research on Banking Operation Optimization of SC Bank Based on Shared Service Center
指导老师：	王曼舒
中文关键字：	SC银行；运营管理；共享服务中心
英文关键字：	SC Bank; Banking Operation Management; Shared Service Center
中文摘要：	在全球经济放缓、传统银行业毛利下降、监管成本增加、互联网金融冲击的多重压力下，全球商业银行迫切需要转型升级；作为银行的“心脏”，运营体系在银行实现战略转型方面发挥着越来越重要的作用。运营模式的选择成为衡量商业银行核心竞争力的重要因素。本文通过理论研究和经验分析，提出共享服务中心模式是实现运营管理模式转型的途径，并将研究结果应用与SC银行的运营模式变革实践中，为商业银行的运营模式变革提供参考。 本文共分六章。第一章介绍了选题的宏观和微观背景、研究内容、研究方法以及论文的结构。第二章给出了共享服务中心的具体定义，对交易银行的特点、银行运营管理策略进行了综述；通过理论回顾和文献综述加强了对银行业采用共享服务中心的理论研究。第三章在从技术支持、业务流程、组织架构三个方面阐释了现在商业银行运营模式现状的基础上，具体分析了SC银行的经营现状及存在的问题和产生问题的原因。第四章研究共享服务中心这一运营模式的应用，提出了在SC银行构建共享服务中心的目标及如何构建。第五章以SC银行为例针对在构建共享服务中心中可能面临的问题，提出了运营的数字化建设，加强专业知识技能培训、完善激励机制和轮岗机制能够加强队伍的建设，前后台统一的目标管理、成本管理、运营风险管理的建议。第六章是结论与展望，对本次研究进行总结，并对共享服务中心在银行的应用前景进行了展望。 共享服务中心的实施能够降低银行运营成本，提高银行运营效率，有利于风险的管控，有利于提高产品和服务质量，共享服务中心成为客户方案的提供者，最终助力商业银行运营管理的转型，成为商业银行的重要战略资源。
英文摘要：	Under the multiple pressures from global economic slowdown, traditional banking industry gross profit and Internet financial shock, global banking urgently needs to transform and upgrade. As the heart to banks, the operating system plays an increasingly important role in the strategic transformation of banks. The operating model has become an important factor in measuring the core competitiveness of commercial banks. Through theoretical research and empirical analysis, this paper proposes that the shared service center is the way to realize the transformation of the operation management mode. And it is applicable to SC Bank, which could provide good example for other banks’ operating mode change. This thesis is divided into six chapters. The first chapter introduces the background, research content, research methods and structure of the thesis. The second chapter gives the specific definition of the shared service center, summarizes the characteristics of the transaction bank and the bank operation management strategy. It strengthens the theoretical research on the adoption of the shared service center in the banking industry through theoretical review and literature review. The third chapter explains the current situation of SC Bank's operation, the existing problems and the causes of the problems based on the current status of the commercial bank's operation mode in terms of technical support, business process and organizational structure. The fourth chapter studies the application of the shared service center operation mode, and proposes the goal of building a shared service center in SC Bank and how to build it. The fifth chapter takes SC Bank as an example to solve the problems that may be faced in the construction of the shared service center. It proposes the digital construction of operations, strengthens the training of professional knowledge and skills, improves the incentive mechanism and the rotation mechanism to strengthen the team construction. Recommendations for target management, cost management, and operational risk management. The sixth chapter is the conclusion and outlook, summarizes the research, and looks forward to the application prospect of the shared service center in the bank. The implementation of the shared service center can reduce the bank operation cost, improve the bank operation efficiency, facilitate the risk control, help improve the quality of products and services, share the service center to become the provider of the customer program, and ultimately help the transformation of the operation and management of the commercial bank. An important strategic resource for commercial banks.
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