Sichuan Province, State-owned Commercial Banks, "business Process Reengineering" Ascertain

Since 1980s, as the pace of integration in the international financial markets and globalization speeding up, consumer demand becomes more individual and diversified, and the competition in the banking sector becomes increasingly fierce. Facing the challenges , Western commercial banks'operating thinking undergone major changes, then banks BPR emerged. After China's accession to WTO, the state-owned commercial banks face unprecedented competition. In this context, banks BPR theory and practice rise in China. At present, several large state-owned commercial banks have begun to conduct their own business process reengineering and achieved certain results, but it need further refinement. This paper analyzes Sichuan state-owned commercial banks in terms of the BPR organizations around the system, operational processes, and performance comparison, so as to ascertain the BPR of Sichuan state-run commercial banks operations.This paper is divided into four chapters. The first is the summary "business process reengineering". And then follows the "BPR" effect analysis of the state-owned commercial banks in Sichuan. Then discusses the methods to perfect the state-owned commercial banks'"BPR". And the final is conclusion.The first chapter outlines "Business Process Reengineering" from the BPR definition and meaning, purpose and meaning, and the international practice and other aspects. BPR is the reform carried out by banking industry when it deals with the current customers, changes in competition and the challenge of a management concepts and management change. It is the core content of reforming . It is the BPR of enterprises used in banking sector. Bank BPR originated in the 1980s in the United States, its significance lies in its ability to implement the bank's internal responsibilities, to reinforce the "client-centered, to be market-oriented "concept and mechanisms to promote the institutional reform, to encourage banks to improve risk controlling. Its purpose is to provide customer-oriented value-added-value business processes, improve bank's core competitiveness through creative use of information technology. Analyzing the causes can be summarized as financial innovations and macroeconomic background of globalization, the pursuit of maximum profits and the demand for micro-modern information technology to promote development of the direct.The second chapter analyzes Sichuan state-owned commercial banks "BPR". The global change of bank BPR has become the focus of attention of China's commercial banks. Under this background, Sichuan State-owned commercial banks have been carrying out the business process reengineering, or similar business process transformation. The commercial banks BPR in terms of concepts, organizational structures, business processes, risk management, business strategy, information technology to implement the re-engineering its own mode of operation has been undergoing substantial changes. Through the comparison of the state-owned commercial banks in Sichuan BPR before and after, we concluded that Sichuan state-owned commercial banks have achieved the following goals as the core of the design process from "the chain" to the "value chain" transformation, institutions from "banking sector" as the center to "customer service" as the center changes, flow from the operation range to simplify the lengthy scouring change, and the business ideas from "pay attention to the scale of the neglect of risk" to "pay attention to the regulations, stringent risk "changes.The third chapter analyzes the effect of Sichuan state-owned commercial banks "business process reengineering". BPR optimizes the institutional development of state-owned commercial banks in Sichuan. In recent years, all commercial banks set the goal as to streamline efficiency and reduce levels of decision-making, and actively reform branch management system. Meanwhile, BPR has greatly increased the commercial bank of intensive management, greatly enhanced the competitiveness of the integrated strength. Practice shows, by BPR, the state-owned commercial banks in Sichuan province optimizes the credit structure, improves the quality of credit, and forms the credit culture.The fourth chapter raises the thinking of how to perfect the state-owned commercial banks "business process reengineering". As the state-owned commercial banks in Sichuan BPR still at an early stage of exploration, there is certainly a lot of problems as some parts of the "vacuum of banking services," focusing on the risk of bad loans and some commercial banks deposit and loan market shares decline. Besides, the operational risk and the risk of moral hazard prevention and control mechanisms still need to be improved, internal control system requires further testing, and reform of the personnel system need to be developed. And as the shortage of funds appears in the local economic development, the local government intervenes in the banking sector. Facing the problems, we are actively exploring solutions. We can further intensify the organization's reform efforts, further changes in management, further strength in recycling process of risk prevention, further change in thinking, cultivating culture, further use of information technology to improve its operational efficiency.The last part is the conclusion. In the global context, the management standardization and integration of systems transformation of commercial banks, as well as competitive structure of modern banking for the future is the general trend of the development. The commercial banks in Sichuan have made some progress in adopting a series of recycling, institutional development, business development and performance level. However, there are still large gaps. It can be said that the state-owned commercial banks in Sichuan BPR still at the fledgling stage, and they should learn from the advanced international Banks. Therefore, the state-owned commercial banks in Sichuan business process reengineering is the key to the clear objective guidelines, handle long-term planning and make progress step-by-step, the progressive implementation of business process reengineering. By continually improving the continuity and optimize various business processes and improve their relationship with customers and improve operational performance, banks will reshape the competitive edge.