科尔尼－中国银行3rddiscussionumentv2.pptVIP

From last meeting on April 25, BOC asked us to present and discuss the following topics 1. Benchmarking Methodology and Template We will focus our benchmarking efforts mainly on three categories Sample benchmarking templates – the banks we benchmark against will be determined later Benchmarking analysis example 2. Trade Finance Organization Structure with RRs There are 3 basic organization models, depending on size, global nature of bank and emphasis on trade finance Bank Mandiri has a distributed model, with Corporate/Commercial banking responsible for TF sales and product development, while Distribution Network managing distributed TF processing centers Maybank is the dominant trade finance player in the Malaysian market – TFS functions are managed as a standalone business, except for the processing center, which reports to the servicing line In ANZ Bank, sales and servicing are considered business partners reporting directly to the same line of business Despite organization model employed, roles and responsibilities related to Trade Finance and Services typically consist of 7 key functions International banks also employ a split Processing Center and Service Outlets model, which significantly enhance customer servicing Functions within processing centers are usually organized around products and processes; however, there is a trend towards developing multi-skilled staff Considerations for BOC Trade Finance Business To determine the optimum organization model and specific roles and responsibilities for BOC, a number of issues will be addressed by the team Distributed, integrated or stand-alone business? Separation or integration of marketing, processing and risk management? Reporting to line directors or independent director? Level of integration with cash management, payment, etc.? For each functional unit, what are: Detailed roles and responsibilities SLAs Reporting lines KPIs 3. Operational performance metrics and illustrative templates for benchmark