ATKearney BOC Proposal 032705 English V2

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DRAFT (Work-In-Progress)
构建世界级的国际结算及贸易融资业务
营运模式和能力
中国银行国际结算及贸易融资业务
集中化处理系统咨询项目建议书
2005 年 4 月 5 日
A.T. Kearney Inc 2005 年版权所有 ©

此文件为科尔尼管理顾问公司准备，
供客戶及科尔尼共组团队使用，
未经科尔尼管理顾问公司事前书面同意，
本文件之任何部分不得为其它目的所使用
A.T. Kearney / Bank of China 1

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目录
一、咨询服务建议书提交格式
二、科尔尼公司的经验及业绩
三、工作说明书 (SOW)
1. 对项目工作要点和中国银行提供的数据、服务和设施的建议和意见
2. 实施咨询服务的方法和工作计划
3. 咨询工作队伍的人员组成和成员任务安排
4. 专业人员时间计划表
5. 推荐的专业人员履历表
6. 案例介绍 (this is the summary of 2 documents: Trade finance industry best practice and sample RFP)
四、财务建议书
1. 费用汇总表
2. 每项工作的价格分解
3. 每项工作的人员报酬分解
4. 每项工作的可报销费用
5. 其它费用
6. 扩展费用
7. 合同支付计划

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一．咨询服务建议书提交格式
日期： 2005 年月日
致：中国银行股份有限公司
尊敬的女士 / 先生：
我公司，在下面签署并确认，同意将按照你方 2005 年 3 月 22 日颁发的谈判文件和我方（日期）提交的建议
书，为中国银行国际结算及贸易融资业务集中化处理系统咨询项目提供咨询服务。在此，我们正式提交我方的
咨询服务建议书。
如果谈判在本建议书的有效期内，即在 2005 年 7 月 5 日之前进行，我公司将以本建议书中的人员为基础进行谈
判。本建议书对我公司有约束力，并可根据合同谈判的结果对其进行修改。
我们完全理解理解贵方不一定接受收到的任何建议书。
授权代表签字：
签字人的姓名和职务：
公司的名称：
地址：

19 1083 _Macros
目录
1. 费用汇总表
5. 其它费用
6. 扩展费用

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<Place Holder>
 咨询项目名称：咨询项目所在国家：咨询项目所在城市：你公司所提供的专业人员（组成）：雇主名称：项
目涉及人员总数：雇主地址：项目人 / 月数，项目执行期：项目开始日期（月 / 年）：项目完成日期（月 /
年）：咨询合同金额（美元）：项目级别（总行全球级、地区级、分行级）：高级专家（项目经理 / 协调人、

工作组组长）姓名及其职责：项目描述：你公司人员提供的实际咨询服务描述：
 咨询商名称： ____________________

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科尔尼是世界上最大和最富有经验的管理咨询公司之一 Process
• 科尔尼是一家全球领先的管理咨询公司
领导力 • 2003 年收入为 9 亿美元
• 拥有约 3000 名管理顾问，全球有 65 个办事处
• 外包 / 流程中心化 • 组织重组 / 变革
全方位的能力 • 运营改进 • 发展战略
• 兼并整合 • 信息科技
专业的全球金融机构 • 客户包括分布全世界领先的金融控股公司、银行、保险公司，以及证券公司
• 全球行业相关网络及资源
咨询服务 • 亚洲最大的专设金融服务业咨询部门
• 客户遍及大陆、香港及台湾的多个领域
当地市场知识与经验 • 办事处设于上海、香港、北京以及亚洲其他地区
• 出众的本土 / 地区性团队及资源配置
• 注重实践和可实施性
致力于成功 • 较高的客户回头率
• 为客户带来切实成果的口碑
• 灵活并反应迅速
伙伴式的工作方法 • 确保整个项目过程中知识的转移
• 以实现共同的成功为合作目标
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科尔尼在亚太区和大中华区实力出众 Process
科尔尼在亚洲的办公网络
亚洲
• 整个地区拥有 12 个办公地点
新德里东京 • 超过 400 位使用多种语言并对当地深入了解
北京汉城
的咨询专家
曼谷大中华区
香港 • 大中华区业务正式开始于 1992 年
上海
• 业务快速成功地增长 :
– 目前拥有香港，上海，北京三家分支机构
– 在大中华区拥有超过 70 位熟练使用普通
话的咨询顾问。广泛的客户基础包括：跨
吉隆坡
国公司、领先的金融控股公司、政府机构
新加坡及国有企业
雅加达 – 项目涉及多个行业从公司战略、业务战略
悉尼
墨尔本
到运营管理的方面

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在大中华区，科尔尼向多个行业提供涉及广泛业务问题的管理咨询服务 Process
主要行业主要服务领域
• 汽车 • 市场进入及投资战略
• 化工 • 运营评估与改进
• 消费产品 • 物流规划
• 电子 • 业务流程重组
• 能源 • 组织效率
• 金融机构 • 兼并与收购战略 / 合资评估 / 建立伙伴关系
• 食品及饮料 • 金融控股公司建立与兼并整合
• 重工业 • 信息技术战略及规划
• 药品行业 • 营销及销售渠道
• 电信 • 行业重组
• 运输 • 客户满意度提高

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我们的金融机构咨询服务遍及全球，曾与各类金融企业高级主管进行多方面成功的项目
合作…
科尔尼金融机构咨询部简介
 全球约有 300 位咨询顾问专职进行金融机构咨询项目
 全球一体的管理方式 ( 没有地理界限或二级部门分类 )
 咨询顾问主要分布于上海、北京、香港、纽约、芝加哥、旧金山、圣保罗、东京、新加坡、悉尼、伦敦、杜
塞尔多夫、慕尼黑、巴黎与米兰
 咨询顾问均为经验丰富的管理顾问，其中大部分顾问在加入咨询业之前曾拥有长期的金融机构工作经验
 为领先银行、证券公司、投资银行、保险公司、共同基金公司、财务公司、信用卡公司与其他各类金融机构
的高级管理层提供咨询服务

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… 并在众多领域具备深入的职能专业知识
科尔尼公司金融机构部职能专业知识
科尔尼公司
金融机构部
战略发展市场及客户机遇组织及运营效能技术提升风险及资金管理
• 战略设定 • 市场 / 产品评估 • 兼并整合 • IT 战略、架构与执行 • 资本配置与基于风险

• 组合分析 • 合作伙伴选择 • 组织设计 • 电子化科技战略 / 电子的价值创造
• 股东价值创造 • 数字客户经验 • 电子化组织战略化整合 • 依风险调整的绩效评
• 分支机构人员配置优估技术
• 战略管理 • 网络市场 • 业务流程再造
化 • 风险识别与管理
• 电子竞争战略 • 市场进入战略 • 数字供应链
• 付款处理系统设计与 • 全球风险战略
• 全球化与组织重组战 • 客户满意与客户保持 • 收入增长与提升
执行 • 基于风险的组织设计
略 • 数据库营销 • 成本减少 / 重新配置
• 管理信息系统与发展
• 业务单元战略 • 产品开发 • 分销战略 • 营运风险管理技术
• 数据挖掘与数据仓库
• 风险投资和战略联盟 • 竞争者分析 • 全球战略采购 • 巴塞尔协议 (II) 业务准
• 联合采购 / 外购
• 兼并整合 • 品牌管理 • 销售团队管理备
• 交易程序自动化
• 并购规划 • 零售与批发客户层分 • 信贷风险管理
• 数据大集中
• 产业聚合析 • 资产负债管理
变革管理
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在过去几年中，我们的金融机构部为全球各地的行业领先者提供服务
科尔尼金融机构部客户精选客户摘选
北美欧洲亚太
大中华其他国家
美国证券交易所荷兰银行民生银行东京三菱银行
Barclays Aon 中国银行（香港）泰国银行
大通曼哈顿银行 Banco Santander 深圳发展银行 Bank Negara Indonesia
芝加哥商品交易所 Credit Lyonnais 上海浦东发展银行第一银行（印尼）
芝加哥期货交易所德意志银行东亚银行日本产业银行
博时基金
花旗银行伦敦证券交易所广安银行
中华人寿
E-Crossing (BGI– 美林 ) 伦敦清算所皇家太阳联合保险
中华信托
高盛 Nordbanken 圣乔治银行（澳洲）
远东银行
美林 NASDR 星展集团 - 道亨银行住友银行（日本）
摩根斯坦利 Paribas 星展集团 - 广安银行星展兴业银行 ( 泰国 )
纽约商品交易所 Societe Generale Vickers Ballas 证券泰军人银行
所罗门兄弟瑞士再保险集团香港证券交易所西太平洋银行
万事达卡华沙交易所 National Insurance 苏黎士保险（瑞士）
科尔尼擅长融入本地文化，提供高效咨询服务
19 1083 _Macros
目录
1. 费用汇总表
5. 其它费用
6. 扩展费用

Michael
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19 1083 _Macros
Verify Content
Strong trade over the last decade will continue to stimulate an overall demand for trade
financing products and services, especially out of North Asia
…With North Asia (1) grows with a faster pace than

Global trade volume has been growing in past 5 years other regions of the world(2)
(Billion USD) YOY trade volume growth rate (%)
7.11%CAGR
18000000 (’99-’03) ’99-’03Avg
25.0%
CAGR
16000000
20.0% North Asia: 6.9%
14000000 World: 5%
12000000 15.0%
10000000 Imports
10.0% World
8000000 Exports
5.0% North Asia
6000000
4000000 0.0%
2000000 1999 2000 2001 2002 2003
-5.0%
0
1999 2000 2001 2002 2003 -10.0%
• North Asia is a growing area of opportunity

• Much of the North Asia growth is stimulated by growth in China. China’s share of the world trade volume has
increased from 6.2% in 1999 to 8.6% in 2003
Note: (1) Trade volume is calculated as the sum of import and export. Asia trade volume is the sum of import and export between Asia and other parts of the world
(2) North Asia includes: China, Hong Kong, Japan, South Korea
Source: World Trade Organization A.T. Kearney / Bank of China 13
19 1083 _Macros
Meanwhile, banks are facing challenges from external changing customer requirement
and internal cost reduction pressure
Trade Finance Challenges

Challenges Implications to Banks
• Greater negotiating power of importers are • Banks must enhance its capability in
shifting the demand for Letters of Credit offering open account trade transactions
(L/Cs) to more open account trade
Changing Customer transactions
• Banks must offer its customers additional
Needs • Customers are seeking a “one-stop-shop”
value-added services outside of the
solution for their trade finance issues
traditional TF products (e.g., new TF and
• Digitization of documents by entities along cash mgmt product)
the trade finance value chain are pushing
• More investment on e-enabled solution is
customers towards more web-based
required
interfaces
• Cost per transaction of paper-based L/Cs and • Reducing cycle time and operational costs
documentary collection is becoming through automated processes will become
Internal Cost increasingly cost intensive increasingly important to sustain a
Drivers competitive edge
• High fixed costs of technology
implementation • Finding opportunities to achieve economies
of scale is vital to maintain profitability in a
low margin industry
Sources: “Trade Finance” Euromoney Institutional Investor PLC 2004; A.T. Kearney analysis A.T. Kearney / Bank of China 14
19 1083 _Macros
These challenges are leading banks to consider ways to improve their trade finance
services through both revenue generation and cost reduction
Trade Finance Opportunities

Shift in TF Product
Offering
Product Offering Expansion
Multi-banking Solution:
Cash Management
Top Line Revenue
Growth Opportunities
E-enabled Solution
Key Initiatives Of
Leading Players
Centralized
Bottom Line Cost Customer
Saving Opportunities Service
Outsource Cost Enhancement
Reduction &
Operational
Risk Control
In -source
Revenue
Generation
Shared Utility

19 1083 _Macros
International trade in the Asian region is shifting towards open account transaction
International Trade Payment Trends
Global
Asian 2003
Asian 2001
Asian 1999
0% 20% 40% 60% 80% 100%

记账
Open Account Letter of Credit
付款交单 - D/A-D/P Cash in Advance 预付货款
承兑交单
Source: Brendan Wood International; Celent Communication A.T. Kearney / Bank of China 16
19 1083 _Macros
Many new trade finance offerings/solutions are now offered along the trade value chain
in the global market
New Developments Across The Entire TFS Value Chain
Importer/Exporter Recent TFS Developments

Trade Agreement
• Purchase order automation to facilitate the end-to-end trade transactions for bank
Purchase customers
Ordering
• Low-cost Internet platforms by third party providers with payment guarantee to
focus on open account customers
Trade • Electronic channels to create electronic documents (e.g. Standard Chartered’s B2B
Services eX system)
• Online exchanges, offered by third party providers, to match customers and banks
Trade for trade finance needs, minimizing costs to customers
Financing
• A combined service of trade finance and cash management to optimize customer

Payment finance position
Settlement
• Value added consultancy services to enable customers to optimize trade processing,

Analysis & financing and service costs
Reporting
Joyce: find 19 1083 _Macros
Chinese
Meanwhile, international banks’ business models
have evolved to capture business
version
through increased integration between trade finance and cash management functions
TFS Market Development – Current Trends In Addressing Customer Needs

Company Model Description
• Deutsche Global Trade • Continue two separate departments – global trade finance and global
Bank Finance cash management
• Global trade finance serves customers along the value trade-chain,
Global Cash including Risk Management and FX
Customers Management • Trade and cash management departments work closely together
• JP Morgan • Trade business is in the same business unit as cash management to
deliver added value along the entire chain
TFS CM • Offer a single online portal, combining trade services with related
cash management processes to capture both documentary and open
EDI, Internet
Automated account business
Customers Supply Chain • Staff trained to bridge the trade finance and cash management
discipline at the request of clients
• Citibank • Single distribution channel for the sale of trade and cash
management products through the cash management team
Trade • Cash management as e-business sales manager will be dealing
CM
Specialist directly with customers, and only bring along a trade specialist if the
CitiDirect
Online deal is complicated
Customers
Banking • CitiDirect Online Banking supports both the cash management and
the trade business
• ABN • Align trade and cash management under a working capital model,
Customers
AMRO which aims at improving movement of cash to optimize client’s
TFS working capital
WC • Provide automated trade administrative tasks for both buyer and
Automated, CM Private-labeled sellers with information inquiry along the chain
Internet-based outsourcing
processing system
• Offer private-labeled open account outsourcing solutions for other
solutions
banks
Source: Trade Finance Magazine A.T. Kearney / Bank of China 18
19 1083 _Macros
Electronic trade finance has emerged in stages—evolving from an operational enabler to

a potential revenue generator
“Technology-Enabled Processing” “Automated Processing” “Paperless Processing”
Large banks begin building new systems

Large banks begin building new systems 25 banks in the U.S. advise
and designing software to support the 25 banks in the U.S. advise
and designing software to support the L/C beneficiaries through
storage and the automatic notification of L/C beneficiaries through
storage and the automatic notification of web-based interfaces
L/Cs in private networks web-based interfaces
L/Cs in private networks
1980 1990 2000 Today

•Today, ten large banks have set up sophisticated
Centralization of TF •Today, ten large banks have set up sophisticated
• •Emergence
Emergenceofofpersonal
personalcomputers
computers Centralization of TF TF portals that support document creation and
transaction processing TF portals that support document creation and
allowed banks to start creating
allowed banks to start creating transaction processing transmission, and make it possible for all parties
center identified common transmission, and make it possible for all parties
electronic
electronictemplates
templatesfor forvarious
variousTF
TF center identified common of a transaction (exporter, importer, bank, freight
processes for automation of a transaction (exporter, importer, bank, freight
documents (e.g. L/Cs)
documents (e.g. L/Cs) processes for automation forwarder, ocean carrier, cargo insurer) to
such as simple, risk forwarder, ocean carrier, cargo insurer) to
• •Use
Useofofproprietary
proprietarysoftware
softwaretoto such as simple, risk exchange information electronically through the
profiling, payment notices, exchange information electronically through the
manage
manageTF TFinformation
information profiling, payment notices, same secure site while charging a transaction fee
etc same secure site while charging a transaction fee
etc • Leading banks lets exporters receive and review
• Leading banks lets exporters receive and review
advised L/Cs as soon as banks receives them –
advised L/Cs as soon as banks receives them –
eliminates paper and speed up processes
eliminates paper and speed up processes
Enable More Potential
Organize
Purpose of Efficient Revenue
Information
Technology Processes Generation
Source: “The Changing World of Trade Finance; World Trade (Apr 2004) A.T. Kearney / Bank of China 19
19 1083 _Macros
Several new third parties have introduced alternative methods for conducting trade and
sourcing trade finance requirements through online exchanges
Trade Finance Online Alternatives
Company Offerings Description

• Bolero.net • Standard international platform • Provide an electronic infrastructure that facilitates
(owned jointly by SWIFT) that international trade, enabling banks to automate
allows importers, exporters, banks, trade finance guarantees with standardized trade
customs, and shippers to talk to documents
each other seamlessly • Cut down trade document processing from up to 25
days to under 24 hours
• TradeCard • Automate and streamline end-to- • Facilitate trade transactions from procurement
end financial supply chain through to settlement
• Can send and receive trade information and
documents to and from any country in the world
• Enable corporate to access trade finance at
competitive prices with payment guarantees
replacing the need to get a traditional L/C
• LTP Trade • The world’s first Internet trade • Accommodate all forms of selling trade finance
finance market place and central assets in a variety of methods including auctions,
settlement fixed and range prices, etc
• bfinance • Bring together corporate and banks • Enable companies to tender banks for their trade
to arrange commercial borrowing finance needs – a fee is payable by the successful
banks
• Provide information that banks would need to do
their due diligence review
Source: Corporate Finance magazine; companies’ websites A.T. Kearney / Bank of China 20
19 1083 _Macros
On the other hand, leading banks are finding opportunities to achieve economies of scale
through various operational rationalization model
Range Of Trade Finance Transaction Processing Operating Models
Centralized In-House In-Source Outsource Shared Utility
Characteristics: • Own and operate all trade • Own and operate all trade • Contract with third party to • Arrangement with third
finance transaction processing finance transaction manage process on bank’s party to jointly process
infrastructure/personnel processing behalf trade finance transactions
• Process only internal infrastructure/personnel • Transactions combined with or potentially other
transactions • Process transactions for other other entities similar processes
• May be centralized to a BU or banks in addition to internal • Bank retains no ownership • Processing of internal and
region volume • Process managed through external transactions
• Operations centralized to service level agreements • Usually a stand-alone
either large regions (e.g Asia • Trade finance transaction entity owned by a
Pacific, N.America) or processes must be centralized consortium of banks
centralized as a stand alone for a clean hand-off
profit center
Examples: • TD Financial • ABN AMRO N.V. • Barclay’s Bank (to ABN • BMO with Proponix
• East Asia Bank • Standard Chartered AMRO) (AMS)
• HSBC Bank • JP Morgan • Deutsche PostBank (to
• Citigroup Citigroup)
• Bank of New York • AIB Global Treasury (to ABN
AMRO)
Case study in the

following pages

19 1083 _Macros
Determining the right TF transaction model is dependent on a bank’s TF volume and

ability to handle operation complexity
Trade Finance Transaction Processing Alternatives
Complexity
Shared Utility
Model for TF
Transaction
Processing
Outsource TF
Transaction In-Source TF
Processing Transaction
Operations Processing
Operations
Centralized In Recent Trend Among Banks
House Model with Less TF Volume
Approach Among Banks
With Large TF Volume
Cost Benefit
Source: A.T. Kearney interviews and analysis A.T. Kearney / Bank of China 22
19 1083 _Macros
HSBC’s in house centralized model contributes largely to its winning of the award “ the
Best Trade Finance in Asia” in 2003
Please update source
Centralized In-house
Group Service Centers The Centralized In – House Model
•Remote data processing and customer contact Situation Trade service is HSBC’s traditional strength and are
dedicatedly designed to build customer relations and to
services are provided through nine Group Service generate more business volumes
Centers (GSCs) across the world  HSBC is facing cost pressure and customer request on
•The GSCs are located in low cost Asian faster cycle time
countries Made a strategic decision to move back office operation
to low cost areas to further strength bottom line
In China, a processing subsidiary
was established in Shanghai in Approach
2002, conducting processing for Service offering: 
Integrate payments, cash management and trade services
business from HongKong, UK,
and other Asia Pacific countries Technology: 
Launched DocumentExpress, a locally developed
internet services
Marketing: 
Firmly rooted in the middle market and open service
centers for small and median sized customer and start-ups
Malaysia HDPM Result 
Be named the Best Trade Finance Bank in Asia by
Global Finance
provides remote service
to HSBC Group

Ranked No. 1 among the 2004 Asian best trade finance
banks by Asiamoney
entities in UK, USA,
Australia, New China

HSBC management owe the success to the in house
India regional processing model. According to Neil Chantry,
Zealand, etc. Philippine Executive responsible for processing and technology at
Malaysia
HSBC:
-- HSBC’s processing areas are organized by
•
Three centres in India customer and by industry quote, which provides the
flexibility for building customer relations
supporting UK and -- HSBC can use the regional structure as an internal
•
European businesses forum for best practice
Source: Literary research A.T. Kearney / Bank of China 23

19 1083 _Macros
ABN AMRO has defined its strategy as becoming a leading insource player of trade
services to other financial institutions
In-source
Trade Service Processing Hub The In-source Model

The changed business environments require heavy
Situation
•ABN AMRO launched global support centre in investment in technology
Chennai, India in late 2000 Need largely reduce transaction costs and increase revenues
to stand out in fierce competition
•Are looking at making the India a hub for its
Approach
global transaction service operations
Offerings to Global trade technology platform
insource banks: Processing of trade finance related documents
White label of its award winning trade portal, MaxTrad
Use the backoffice
Launched MaxTrade portal, which allows customers initiate
in Chennai, India
Technology: Letters of Credit and collections, prepare digital trade
as insourcing hub documents, manage purchase orders, and create customized
for other global reporting
bank operations Flexibilityfor the outsourcing bank to choose among a range

Marketing: of trade partnership and outsourcing solutions, from
management of a number of processes to full outsourcing and
strategic partnerships
Result 20% of the workforce undertaken by the Chennai center is
insoourcing operations, 80% of the services are for the global
needs of ABN AMRO itself
Insourcing
clients has included: Barclays, Allied Irish Bank,
and AIB Global Treasury

19 1083 _Macros
Barclays has outsourced its trade finance operation processing in early 2004 through a phased out
approach, aiming at customer experience enhancement and cost reduction
Outsource
Outsource Agreement The Outsource Model

Business volume was declining and further cost reduction are
Situation
necessary
Tends to provide customers up to date technology and
services without incurring huge upfront investment
Already significantly reduced internal costs through
extensive re-engineering
Approach
Partner selection Leading trade bank / seen by customers as a good partner
considerations: Acceptance location from a risk / infrastructure / cost
Outsource contract
perspective
signed in February 2004
 Insourcing experience
 Partnership approach - the relationship is extensible
•Initial activities being processed under the
deal are export letter of credit for UK
beneficiaries. 3 phased approach: Migration commencement, test
Implementation: stage, and complete roll out
•More services activities are phased in over
2004, including import letter of credit, The whole process takes around five months
import and export documentary collections Saved 100 out of the 500 person back office processing
Result
and clean reimbursement
Reduced
per transaction processing costs as gained access to
ABN Amro's global scale
Enhanced customer experience

19 1083 _Macros
Shared utility is an innovative model to create trade finance processing platform that cuts
costs and improves efficiencies
Shared utility
Development of Proponix The Shared Utility Model

Situation Need meet the business environment changes and build up
capabilities to provide customers better services
Aim to share investment cost and gain economies of scale
Approach
Service offering: A cohesive, integrated technology platform where banks (and
their customers) can perform both front and back-office
transaction processing
Service includes access to a trade portal, workflow and
imaging, a back-office trade processing system, and a
reporting system
Technology: AMS TradeLine® - fully automates and supports the full
range of trade finance processing functions.
AMS TradeFlow™ -A document imaging and workflow
application specifically designed and developed
Commercial Service provided on a ‘pay as you go basis’. Fees are charged
Arrangement: on per transaction basis
Result
Benefit : 30-50% savings of back office processing costs and 30%
increase in processing throughput for client and participants
bank
Challenges:
Difficult for partners to split cost savings and complex
•In Sep 2000, three banks formed partnership with a contracts;
global business and IT consulting firm AMS to jointly Partnering banks are afraid of handing over skills to
developed the trade finance processing platform rivals
Recent In 2003, AMS bought out the ownership of Proponix
development from other banks
Barclays outsourced processing to ABN AMRO while
BMO and ANZ continue use Proponix services
19 1083 _Macros
A centralized TF transaction model can be governed in a variety of structures

Profit Center
Branch Control Business Unit Control Spin Off
Bank HQ Bank HQ Bank HQ Bank HQ
Branch A Branch B Commercial (1) Branches Branches Shared Services Commercial (1) Branches
Trade Trade Trade Trade

Operations
Finance Finance Finance Finance
Separate TF
TF Processing
TF TF Utility
P &S P &S P &S Company
Pros: Faster reaction to customer Pros: Better control and Pros: Increased operational Pros: Maximizing economies of
needs; Less objection from customization of TF specific synergies and economies of scale;
owner branches on needs; tighter control over scale with other functions Cons: Extensive coordination may
centralization operational risks Cons: Less BU control may result required; Possible require
transformation; Cons: May not capture operational in oversight of TF specific higher processing price due to
Cons: Significant coordination synergies with other needs and risk control TF Utility’s increasing profit
between owner branch and functions; potential objection Operating Model: pressure
client branch; may not from branches on Centralized In-house; In Operating Model (2):
capture synergies with centralization Source Shared/Public Utility
other transaction processing Operating Model:
functions Centralized In-house; In
Operating Model (2): Source
Centralized In-house
Note: (1) Trade Finance may or may not be an independent business unit Manage & Control Share Holder Client
(2) Assume pure TF processing center (rather than consolidated with other functions) A.T. Kearney / Bank of China 27
19 1083 _Macros
An effective measurement system must be manageable, easy to implement, and more

importantly, tied to strategic positioning of the processing centers
Traditional Matrix Value Creation Matrix
• Basic metrics that measure the success of • Target more on measuring the value created to the
bank by processing centers
processing centers
– Balance scorecard may be introduced to measure
• Usually various data metrics will be adopted to processing centers from both financial and non
measure the operation excellence, including financial
– Financial measurement will be more focus on
–Processing Volume value creation (e.g., profit, risk control)
–Overhead Costs • Applicable Operating Model: Centralized
Inhouse at profit center stage; In-Source; Utility
–Asset utilization model
Illustrative sample balance scorecard
–Productivity (transaction per FTE, and KPI Measures Individual Goals
Actual Targets
consistency of different centers ) Financial(X%) 1. ________________________________
• Profit
• Operational risk ratio __________________________________
–Cycle time • Cycle time 1. Measures 3. Goals
__________________________________
Customer Satisfaction (X%) 2. ________________________________

–Error rate • Customer complaints
• Timeliness of services __________________________________
• Applicable Operating Model: Centralized In Operations (X%)

• Error rates
__________________________________
• Processing cycle time 3._________________________________

House at internal cost center stage Resources (X%) __________________________________
• Employee satisfaction
• Turnover 4. Weights
__________________________________
• % positions filled from within
2. Objectives 4._________________________________
__________________________________
Level of strategic drivers

Low High A.T. Kearney / Bank of China 28
19 1083 _Macros
The risk model chosen would reflect management’s risk appetite as well as have
implications on the operating model
Organization: Potential Models In Managing Risks
Degree of
autonomy over LOW HIGH
Risk decision
“Portfolio
“Policeman” “Controller” “Partner”
Manager”
Centralized TF risk management Centralized TF risk Decentralized risk Autonomy for risk
function focusing on compliance
Definition to all aspects of trade finance risks management function management, practices and management at a local
—credit, operational, external risk
focusing on risk policies defined with joint level and decisions are
input from the local level
management practices along with general guidelines
accountable to TF HQ for
and policies achieving the core purpose
Centralized TF organization with Possible Hub & Spoke Possible Hub & Spoke Risk levels are mainly
a focus based on risk types.
Implication to Processing center most likely not model where TF HQ model where risk assumed at the local level
part of a branch
Operating determines most policies decisions are determined and risk assessments are
Model and managed jointly performed on a product
and step basis
Degree of Risk
Mgmt Centralized Decentralized
Centralization
19 1083 _Macros
To define the appropriate target operating model for Trade Finance BOC must consider
and make necessary trade-offs on the key strategic drivers
Trade Finance Operating Model Drivers – Strategic Choices For Discussion
Key Drivers Strategic Choices Key Question
Governance Business Unit Corporate • Which internal entity should be

and Control Controlled Service managing and controlling the trade
finance operations?
Operational • With centralization as a key theme, to

Processing Centralized Public Utility what extent should BOC consolidate
trade finance processes and when?
Level of IT-enabled Paperless • To what extent does BOC require

Automation Processes Processing automation of the trade finance
operations and when?
Performance Traditional • How should BOC measure and

Management Metrics Value Creation
evaluate trade finance core processes
and associated infrastructure?
Risk •Enterprise Risk • When will BOC require

•By Risk Type enterprise/operational risk
Management Management
•Decentralized •Centralized management and when will it be
possible?

19 1083 _Macros
We understand that BOC will be undertaking a major bank-wide transformation of the

Trade Finance function over the next 3-5 years
1. Transformation 2. Implementation 3. Continuous

Planning and Technology and Transformation Improvement
Selection
January June Dec Q1 Q3
2005 2005 2005 2006 2006 2008
Business Model and IT Initial Centralization General Roll-out

Platform Selected Pilot Commenced Bank-wide
Key Objectives Benefits To Bank Of China
• Establish a world-class trade finance model • Market leadership in trade finance operations
and capabilities • Improved customer service, faster response
• Step improvement and fundamental time
restructuring from existing trade finance • Operational excellence and cost savings
practice in BOC and China
• Standardization and consistency of processing
• Encompassing leading global trade finance
and information
practices, tailored for China and BOC
• Improved operational risk control and
• Consolidation and centralization of functions
management
and processes, separating sales and operations
• Automation and STP, where possible
• Setting-up a world-class IT processing
platform • Clear roles and responsibilities

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19 1083 _Macros
Process
Our Understanding of the Scope of Trade Finance Processing Centralization
Org Scope 组织架构范围 Process Scope Product Scope

• 信用证 (L/C)/ 托收
– 进口信用证
总行 – 出口信用证
Core business processes – 进口托收
at level of detail that – 出口托收
sufficient for RFP – 光票托收
公司金融风险管 preparation
• 汇款
结算部营业部
业务部机构部理部 – 汇入汇款
– 汇出汇款
海保国保综国 •保函 / 备用信用证
外理际函合内 Sanitized Version
业结处业 Account Closure — “As-Is ” • 贸易融资

务算务国外国内 Customer Customer wants
to close account END
Fill out account
closure application
Collect
account
– 进口贸易融资
分支分支
at branch and withdrawal slip balance
– 出口贸易融资
机构机构
Teller
Verify In-Correct
customer’s
– 福费廷
identity?
Verify customer Perform close

Correct Retrieve
 保理
information and perform account
customer’s
account closure enquiry procedures in
相关国际
signature card
in the system the system
部门  国内信用证
Delete record
业务处
from the
signature card
system
Manager Check and verify

documents  远期结售汇
A.T. Kearney Process Reengineering 17

19 1083 _Macros
A.T. Kearney is uniquely positioned to assist BOC through all phases of the Trade
Finance transformation over the 3-5 years
Key Phases of Trade Finance Transformation
1. Initial Planning and 2. Implementation and

3. Continuous Improvement
Technology Selection Transformation
A.T. Kearney’s • Knowledge and insights in • Proven program management • Trade finance business
Unique Value global trade finance business and implementation improvement expertise and
Proposition models and practices oversight experience and insights
• Recent rich experience and “know-how “
• Operational excellence and
insights in banking system • China transformation and cost reduction experience
assessment and selection change management
• Share/public processing
• Banking operations and expertise
utility expertise
process design expertise, • Organization restructuring
especially on centralization and performance metric in a
• Practical/implementation China context
focus or orientation of our • Operations and process
consultants implementation expertise
Close collaboration with BOC team members and skill transfer

19 1083 _Macros
BOC should ensure that the Trade Finance transformation planning phase delivers a
program with structural changes together with a practical and aggressive roadmap
Key Success Factors for Trade Finance Transformation For Discussion
Key Success Factors Imperatives for the Planning Phase
• View project as overall transformation initiative rather

1. Embedding structural/fundamental changes in
an IT project
the target operating model, thus delivering step-
improvement rather than incremental benefits • Senior management buy-in and communications
• Focus on the structural changes, whilst avoiding
unnecessary details
• Ensure practicality of the plans and solution designs

2. Achieve early results and progress on the
transformation to maintain momentum and • Define implementation roadmap with aggressive
ensure organization buy-in timetable with tangible results that are clearly visible
• Speed, avoid over-planning
• Ensure practicality of the plans and solution designs

3. Effectively blending ‘leading’ international
practices in trade finance operations with China • Define implementation roadmap with aggressive
specific and BOC unique requirements timetable with tangible results that are clearly visible
• Speed, avoid over-planning
4. IT solution neutrality for the new trade finance • Open attitude towards potential solutions, focusing on
platform and the avoidance of indecision on the key differentiating factors and functionality rather
product selection • Efficient/effective RFP process – make quick decision
once all quantitative analysis has been completed
19 1083 _Macros
目录
1. 费用汇总表
5. 其它费用
6. 扩展费用

19 1083 _Macros
第一阶段：业务计划和系统选择
Phase I: Transformation Planning and
Technology Selection

19 1083 _Macros
The focus of Phase I business design is to achieve consensus on strategic direction and provide
sufficient input to vendor selection thus to minimize amount of work
For Discussion
Phase I: Transformation Planning Phase II: Implementation

and Technology Selection and Transformation
• Minimize amount of work required • Detailed understanding to ensure

Key to select the suitable product thus to accurate estimate of scope and
Objectives achieve faster result costing
• Avoid future re-work • Avoid future argument
Focus of High-level design of target operating Detailed business design of

Business model of trade finance operation for organization and processes to
Work- strategic direction setting and IT operationalize target operating model
stream system selection and guide IT vendor gap analysis
Constant Communications More iterative process and

and exchange of ideas constant refinement
Requiremen
Sufficient details of business Detailed gap analysis to identify
ts of IT
requirements to differentiate vendors customization efforts for scope and
Work- and product functionalities costing
stream

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19 1083 _Macros
Process
Phase I Project Approach 中国银行国际结算及贸易融资业务集中化处理第一阶段方案
初步
第一阶段
第1～2周业务工作小组
I.A. Confirm
I.C. Design Organization and KPIs
Vision
I.B. Develop
Operating Model I.D. Design Core Processes
第1～5周第 6 ～ 13 周
III. Develop
技术可行性业务方向和需求 Implementati
和其他考虑事项
on Plan
技术工作小组
II.A. 现状评
II.C. IT 厂商
估及 II.B. 招标工作准备 II. D. 评标及
了解业务现状回标
全球经验差距及发放标书厂商选择
准备及沟通
分析
第4～6周第 7 ～ 10 周第 11 ～ 13 周第 14 ～ 24 周第 25 ～ 27 周
时间
第一阶段项目目标
• 定义贸易融资的目标运营 / 业务模式
• 确定新模式特定的业务需求和核心流程
• 根据目标业务模式和需求选择最佳软件平台
• 为中行确定贸易融资多年转型路径图
• 启动贸易融资转型项目
19 1083 _Macros
There are 4 major steps in the business workstream, which lasts around 13 weeks
Week
Tasks 1 2 3 4 5 6 7 8 9 10 11 12 13
I.A. Confirm Vision

I.A.1 Gather Input From Key Stake
Holders On Goals and Objectives
I.A.2 Assess Goals and Objectives
Against Likely Industry Development
I.A.3 Build Consensus and Finalize
Shared Aspiration and Vision
I.B. Develop Operating Model
I.B.1 Best Practise Benchmarking
I.B.2 Current Operating Model
Assessment & Gap Analysis
I.B.3 Finalize Target Operating
Model
I.C. Design TF Organization and KPI
I.C.1 Design TF P&S Organization
Structure
I.C.2 Develop TF P&S Roles and
Responsibilities/Reporting Line
I.C.3 Develop TF business related
KPI
I.D. Design Core Process
I.D.1 As-is Core Process Mapping
I.D.2 Gap Analysis
I.D.3 Design Core Process
Check Point
Operations
Vision Model Org. Develop Module final report
Workshop Workshop Structure Roles & (define
Workshop Reporting responsibility/KPI and
Line key process ）
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19 1083 _Macros
Process
技术工作小组的工作在第一阶段分为 3 个步骤，共需时 20 周
周次
工作安排 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
1. IT Baseline and Global
Vendor Benchmarking
1.1 IT architecture and
current system assessment
1.2 Global vendor and
product analysis
1.3 Research on trade
finance systems used by
global banks
2. RFP Preparation and
Issuance 业务模式及流程设
2.1 Design of target system 计（业务小组）
architecture
2.2 Business requirements
definition
2.3 Preparation of RFP
document
2.4 Definition of Evaluation
Methodology and Criteria
3. IT Baseline and Global
Vendor Benchmarking IT 厂商回标准备
3.1 RPF evaluation 及沟通
3.2 Customer reference
check
3.3 Investment analysis
3.4 Proof of Concept
3.5 Gap Analysis
3.6 Clarification & decision
making
主要事件
初步解决方案确认
确定招标范围标书发出标书回复完毕
排序排序
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19 1083 _Macros
Process
III. 业务和技术小组共同制定实施计划，共需时 3 周
周次
工作安排 25 26 27
A. Create Overall Change
Management Plan
A.1 Assess organization
readiness
A.2 Define key drivers of
implementation plan
B. Develop Implementation
Plan
B.1 Develop detailed
business process
centralization plan
B.2 Plan initial technical
work plans & interfaces with
technology provider’s
implementation team
B.3 Identify potential risk
and high level risk
mitigation plan
B.4 Develop communication
plan to mitigate
implementation risk
C. Develop Pilot Plan
C.1 Determine best location
to test run the pilot and
subsequent roll-out
C.2 Incorporate
implementation plan into
pilot city, with potential
customization requirement
C.3 Establish monitoring
framework
主要事件
初步确认试点实施计划报告会
城市（确定实施计划及
试点方案）
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19 1083 _Macros
Verify Content & Measurement translation

第一阶段项目交付物 - 业务小组
提交
时间
模块项目交付物内容评定验收的标准
(周)
• 高管层的期望和目标 • 高管层的期望和目标 2 • 明确了期望和目标 , 得到客户认可
• 结算部核心成员的期望 • 结算部核心成员的期望 2 • 明确了期望和目标 , 得到客户认可

和目标和目标
• 其他相关部门领导的期 • 其他相关部门领导的期 2 • 明确了期望和目标 , 得到客户认可
确望望
认 • 高层次的贸易融资业务 • 贸易融资业务集中化行 2 • 系统 , 准确地分析总结了贸易融资业务集中化

集中化行业趋势业趋势总结行业趋势，并得到项目团队及客户的认可
愿
景 • 愿景实现的可行性评估 • 愿景实现的可行性评估 2 • 定性及定量地进行了可行性评估，并得到项目
团队及客户的认可
• 对银行贸易融资业务集 • 对银行贸易融资业务集 2 • 描述了明确的愿景，并得到项目团队及客户的

中化的愿景的认同中化的愿景的认同认同
• 一致认可的希望和愿景 • 一致认可的希望和愿景 2 • 描述了明确的愿景描述，并得到项目团队及客

户的认可

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第一阶段项目交付物 - 业务小组 ( 续 )
提交
时间
模块项目交付物内容 (周) 评定验收的标准

• 总结在贸易融资运作模 • 总结在贸易融资运作模 3 • 客观系统地分析总结了贸易融资运作模式方面
式方面的先进经验式方面的先进经验的先进经验，并得到项目团队及客户的认同
制
定 • 目前运作模式的总结 • 目前运作模式的总结 4 • 客观系统地分析总结了当前中国银行运作方式，
并得到项目团队及客户的认同
运 • 对中国银行与先进的运 • 对中国银行与先进的运 4 • 客观系统地指出了中国银行当前运作方式的优
营作模式的差距分析作模式的差距分析点和缺点，并与先进模式进行对比和差距分析
• 分析总结得到项目团队及客户的认同
模
式 • 贸易融资目标运作模式 • 对运作模式关键因素的 5 • 明确提出了运作模式的关键成功因素的建议
建议
• 明确提出了对贸易融资整合模式的建议
• 对贸易融资整合模式的
建议 ( 例如 , 所需业务处
理中心的数量级 )
• 对贸易融资运作模式的 • 对贸易融资运作模式的 5 • 建议得到项目团队及客户的认同

一致认同一致认同

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提交
时间
模块项目交付物内容 (周) 评定验收的标准
设 • 贸易融资处理中心二个 • 贸易融资处理中心的组 7 • 明确了贸易资本处理中心的组织结构和下属部

层次的组织架构织结构门的主要职能
计 • 下属部门的主要职能 • 组织结构和主要职能得到项目团队及客户的认
同
组
• 对于其他部门相关组织 • 对于其他部门相关组织 7 • 定性分析了对其他部门组织架构的影响
织架构变动的影响架构变动的影响 • 分析得到项目团队及客户的认同
架 • 贸易融资后台处理部门 • 贸易融资后台处理部门 10 • 明确定义了后台处理部门及其下属部门的角色

及其下属部门的角色和及其下属部门的角色和和责任
构责任责任 • 定义得到项目团队及客户的认同
和 • 贸易融资后台处理部门 • 贸易融资后台处理部门 10 • 明确定义了后台处理部门的汇报路线

的汇报路线的汇报路线 • 定义得到项目团队及客户的认同
关
• 贸易融资后台处理的关 • 贸易融资后台处理的关 13 • 设计了后台处理的关键业绩指标
键键业绩指标键业绩指标 • 关键业绩指标得到项目团队及客户的认同
业
• 结算部及其下属部门的 • 结算部及其下属部门的 13 • 设计了结算部及下属的关键业绩指标
务关键业绩指标关键业绩指标 • 关键业绩指标得到项目团队及客户的认同
指
• 分行国际部的关键业绩 • 分行国际部的关键业绩 13 • 设计了分行国际部的关键业绩指标
标指标指标 • 关键业绩指标得到项目团队及客户的认同
• 对于其他相关部门的影 • 对于其他相关部门的影 13 • 定性分析了对其他相关部门的影响

响 ( 例如 , 公司业务部 ) 响 ( 例如 , 公司业务部 ) • 分析得到项目团队及客户的认同

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提交
时间
(周)
• 界定核心流程 • 界定核心流程 7 • 明确界定了核心流程
• 核心流程范围得到项目团队及客户的认同
设
计 • 制作高层次现有流程图 • 制作高层次现有流程图 7 • 确认和制作了现有流程图
• 制作的流程图得到项目团队及客户的认同
核
心 • 领先银行采用的最佳实 • 领先银行采用的最佳实 12 • 系统地研究分析了领先银行采用的最佳实践
践核心流程践核心流程 • 最佳实践得到项目团队及客户的验收
流
程 • 中国银行和领先实践之 • 中国银行和领先实践之 12 • 定性定量地分析了差距所在
间的差距间的差距 • 分析得到项目团队及客户的认同
• 未来的核心流程 • 未来的核心流程 13 • 定义设计了未来的核心流程
• 未来的核心流程得到项目团队及客户的认同
• 主要利益相关人对未来 • 主要利益相关人对未来 13 • 统一了主要利益相关人对未来流程的共识

流程的共识流程的共识

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第一阶段项目交付物 - 技术工作小组
提交
时间
(周)
现 • 现有 IT 架构和系统评估 • 现有 IT 架构和系统评估 6 • 系统地评估了现有 IT 架构和系统
• 评估得到项目团队及客户的验收
状
• 制作系统接口图和数据 • 制作系统接口图和数据 6 • 设计制作了系统接口图和数据流图
评流图流图 • 制作成品得到项目团队及客户的认同和验收
估
• 与正在进行的和规划中 • 与正在进行的和规划中 6 • 分析确认了与其他 IT 项目的依赖关系
及的其他 IT 项目的依赖关的其他 IT 项目的依赖关 • 分析得到项目团队及客户的认同
系系
全
• 全球系统厂商及产品研 • 全球系统厂商及产品研 6 • 调查提供了具体的研究报告
球究报告究报告 • 研究报告得到项目团队及客户的验收
系 • 系统厂商及产品的最新 • 系统厂商及产品的最新 6 • 客观系统地分析了最新市场趋势

市场趋势市场趋势 • 分析和总结得到项目团队及客户的验收
统
• 发现的主要问题 • 发现的主要问题 6 • 明确指出了分析发现的主要问题
厂 • 总结报告得到项目团队及客户的认同
商 • 贸易融资系统运行情况 • 贸易融资系统运行情况 6 • 分析总结了贸易融资系统运行情况

总结总结 • 总结得到项目团队及客户的认同
分
• 在标书评估中需要注意 • 在标书评估中需要注意 6 • 明确指出了在标书评估中需要注意的问题
析的问题的问题 • 指出的问题得到项目团队及客户的认同

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第一阶段项目交付物 - 技术工作小组 ( 续 )
提交
时间
(周)
• 目标贸易融资系统的主 • 目标贸易融资系统的主分析确认了目标贸易融资系统的主要功能模块
招要功能模块，及其描述要功能模块，及其描述
8 •
及其描述
标 • 定义的模块和描述得到项目团队及客户的认同
工
• 目标架构设计 • 目标架构设计 8 • 明确设计了目标架构
作 • 目标架构得到项目团队及客户的认同
准 • 标书文件的技术需求 • 标书文件的技术需求 8 • 明确了标书文件的技术需求

• 技术需求得到项目团队及客户的验收
备
• 贸易融资系统的业务需 • 贸易融资系统的业务需 9 • 明确了贸易融资系统的业务需求文件
及求文件求文件 • 文件得到项目团队及客户的验收
• 标书文件 • 标书文件设计了标书文件
发 10 •
• 标书文件得到项目团队及客户的验收
放
• 标书发放 • 标书发放 10 • 向相关对象发放了标书
标
• 评标方法 • 评标方法 10 • 设计确定了评标方法
书 • 评标方法得到项目团队及客户的验收
• 主要评标标准 • 主要评标标准 10 • 明确指出了主要评标标准

• 标准得到项目团队及客户的验收

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提交
时间
(周)
• 每家供应商的功能和技 • 每家供应商的功能和技 16 • 确定了每家供应商的功能和技术评分表
术评分表术评分表 • 得到项目团队及客户的认同
• 对产品差异作出的评论 • 对产品差异作出的评论 16 • 指出了产品的差异
评
• 分析得到项目团队及客户的认同
标
• 在概念验证需要注意和 • 在概念验证需要注意和 16 • 列出在概念验证需要注意和澄清的问题
澄清的问题澄清的问题 • 得到项目团队及客户的认同
及 • 供应商的初步评级 • 供应商的初步评级 16 • 对供应商进行了初步评级
厂
• 评级得到项目团队及客户的验收和认同
现有客户报告现有客户报告 17 • 分析总结了现有的客户报告
商
• •
• 报告得到项目团队及客户的验收和认同
选 • 产品实际运行中的主要 • 产品实际运行中的主要 17 • 明确指出了产品运行中的主要问题
问题问题 • 得到项目团队及客户的认同
择
• 项目实施阶段的主要问 • 项目实施阶段的主要问 17 • 列出了项目实施阶段的主要问题 / 评论
题 / 评论题 / 评论 • 报告得到项目团队及客户的认同
• 每个解决方案总体拥有 • 每个解决方案总体拥有 17 • 科学地进行了净现值分析

成本的净现值分析成本的净现值分析 • 分析得到项目团队及客户的认同
• 对中行的影响 • 对中行的影响 17 • 定量定性地分析了对中行的影响

• 分析得到项目团队及客户的认同

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提交
时间
(周)
• 每家供应商的概念验证 • 每家供应商的概念验证 19 • 根据评分标准，对每家供应商的概念验证进行
评分和评级评分和评级评分和评级
• 评分和评级得到项目团队及客户的验收和认同
评
• 就主要技术问题作出澄 • 就主要技术问题作出澄 19 • 解释和澄清主要技术问题
标清清 • 解释和澄清得到项目团队及客户的验收和认同
及
• 将供应商评级结果和标 • 将供应商评级结果和标 19 • 确认并整合了供应商评级结果和标书评估结果
厂书评估结果相整合书评估结果相整合 • 整合报告得到项目团队及客户的验收和认同
商
选 • 差距分析标准和评估细 • 差距分析标准和评估细 22 • 制定了差距分析标准和评估细则
则则 • 标准和细则得到项目团队及客户的认同
择
• 差距分析结果的评估报 • 差距分析结果的评估报 22 • 分析制作差距分析结果的评估报告
(续) 告告 • 报告得到项目团队及客户的验收和认同
• 差距分析后的供应商评 • 差距分析后的供应商评 22 • 对供应商进行了差距分析后的评级
级级 • 评级结果得到项目团队及客户的认同
• 就未决问题进行评估 • 就未决问题进行评估 24 • 评估结果得到项目团队及客户的认同
• 最终的供应商评级结果 • 最终的供应商评级结果 24 • 评估结果得到项目团队及客户的认同
• 通告供应商评级结果 • 通告供应商评级结果 24 • 向所有供应商通告了评级结果

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19 1083 _Macros

第一阶段项目交付物 - 业务和技术工作小组
提交
时间
(周)
制定全面 • 实施规划的方向 • 实施规划的方向 25 • 分析确认了实施规划的方向，并得到项目团队及
的变革客户的认同
管理计划 • 风险评估框架 • 风险评估框架 25 • 设计的风险评估框架得到项目团队及客户的认同
制 • 详细实施计划 • 详细实施计划 26 • 明确制定的详细实施计划得到项目团队及客户的

认同
定
• 业务集中计划 • 业务集中计划 26 • 明确制定的业务集中计划得到项目团队及客户的
实认同
技术工作的初步计划技术工作的初步计划和 26 明确的初步计划和接口得到项目团队及客户的认
施
• • •
和接口接口同
计
• 高层次的沟通计划 • 高层次的沟通计划 27 • 制定了明确的高层次的沟通计划并得到项目团队
划及客户的认同
• 风险总结和高层次的 • 风险总结和高层次的风 27 • 制定了明确的风险总结和高层次的风险过渡计划
风险过渡计划险过渡计划并得到项目团队及客户的认同
制定 • 试点地区确定 • 试点地区确定 27 • 选择确定了试点地区并得到项目团队及客户的认

同
试点 • 试点计划 • 试点计划 27 • 制定了明确试点计划并得到项目团队及客户的认
计划同

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InProcess
19 1083 _Macros
Two workstreams are part of a joint team and will have close interactions with and feed input to Process
each other, to ensure a holistic design and smooth integration of business and technology 初步
Close interactions and input between two workstreams

• Requirements from industry

best practice and BOC vision
(step I.A.2 and I.A.3) Business Workstream
• Technical feasibility (step II.A.1
• Target operating model and II.A.3)
requirements (step I.B.3) • Possible level of consolidation
• Governance requirements (step II.B.1 and II.B.2)
(step I.C.1) • Possible level of automation
• Business process Joint Team (step II.B.1 and II.B.2)
requirements (step I.D.1 and • Governance and organization
step I.D.3)
structure (step II.B.2)
• Requirements from level of • Process metrics (step II.B.2 and
consolidation (step1.B.3 and
I.D.3) Technology Workstream step II.C.1)
• Requirements from level of
automation (step I.D.3)
Consistency across business and technology workstreams is one of the

key success factors for this project

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19 1083 _Macros
Process
 业务模块
 科技模块
 实施计划模块

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19 1083 _Macros
Process
业务小组的工作主要分为 4 个步骤，共需时约 13 周
分析步骤主要里程碑事件
主要工
6 7 8 9 10 11 12 13
作步骤
1 2 3 4 5
I.A. I.A.1 从相关方

面获取意见
I.A.2 评估获
取的意见
I.A.3
确认
愿景
确
认
愿
景
I.B. I.B.1 国际经验对标

I.B.2 现状及差距
分析
设
计
式运
营
模
I.B.3 确认运营
模式
I.C. I.C.1. 设计营运中心

组织架构
构设
绩和计
指关组
键织
业架
I.C.2. 设计岗位职责及汇报关系
标
I.C..3. 设计关键业绩指标
I.D.1. 了解并分析现
有核心流程
I.D.
设
计
I.D.2. 现有核心流程差距分析
程核
心
流
I.D.3 设计核心流程
组织架构确认职责及业务模块终期报告

愿景讨运营模式
主要事件讨论会
讨论会汇报关系（确认职责 / 关键业绩
论会指标及关键流程）

19 1083 _Macros
I.A Vision Confirmation

Confirming aspirations and vision is an important step during which we will help Senior
Management to gain consensus on the appropriate targets for Trade Finance Operation
Centralization Initiative
Workstream I.A — Confirm Vision (2 Weeks)
I.A.1 Gather Input From Key I.A.2 Assess Goals and I.A.3 Build Consensus and
Key Steps Stake Holders On Goals and Objectives Against Likely Finalize Shared Aspiration
Objectives Industry Development and Vision
Key Objectives • Understand the goals and • Calibrate aspirations against • Attain the buy in of key stake
objectives of TF operation industry trends holders
centralization of key decision • Formalize the vision and
makers aspiration of BOC’s TF
operation centralization
Key Tasks • Interview senior management, • Update A.T. Kearney research on • Draft aspiration and vision
head of Settlement Dept and industry development on TF • Conduct workshop with key
relevant Dept individually operation centralization stake holders to gain
regarding the vision of TF • Conduct feasibility analysis of key consensus on vision and
operation centralization and stake holders’ initial goals and aspiration
the overall expectation of the objectives • Revise as appropriate
centralization initiative • Align TF operation centralization
• Compile inputs and identify Vision with BOC’s corporate
common themes and areas strategy
requiring
clarification/consensus
Key Deliverables • Aspiration and goals of senior • High level overview of TF • Consensus on the bank’s TF
management operation centralization trend operation centralization
• Aspiration and goals of the • Assessment of the feasibility of vision
settlement department core attaining the vision • Shared aspiration and vision
members
• Aspiration of head of relevant
departments A.T. Kearney / Bank of China 54
19 1083 _Macros
The aspiration and vision workshops will focus on determining the stance of stakeholders on
key elements of TF operation centralization
I.A.1 Gather Input From Key Stake Holders

Key Stakeholders Influencing BOC’s Vision on TF operation centralization
Top Management
Key Elements of Vision

• Processing model: centralized, consolidated,
utility, public utility
• Level of automation: IT Enabled, STP, paperless
Settlement • Governance: branch controlled, business unit
Other Relevant
Department Departments
controlled
• Performance measurement: processing time,
cost, quality
• Risk management: by risk type vs. enterprise
risk management; centralized vs. decentralized
Branches

19 1083 _Macros
Calibrate aspirations against industry trends will help BOC to assess the feasibility of attaining
its goals and visions
Illustrative
I.A.2 Assess Goals and Objectives
Many global financial institutions have already embarked down this path gain competitive
advantage and value from their processing & servicing capabilities
Examples of Leading Banks Examples Of Key Decision Drivers Across End States
Product/
End-State Bank Decision Driver Rationale
Process
In-Source
In-Source In-House • CBA • Mortgages • Relative Capabilities • Core competency in loan processing; low cost leader
Shared
Shared Independent
Independent • National • Mortgages • Benefits/Magnitude Of Scale • Obtained competency, capacity and lowered processing costs
Processing
Processing Processing
Processing Australia Bank through acquisition of Home Side (US mortgage processor)
From
From Other
Other Partnership
Partnership “Utility”
“Utility” “Utility”
“Utility” In-Source • Standard • Trade • Relative Capabilities • Recognized volume and cost leader in trade finance; able to
FHCs
FHCs Chartered Finance • Benefits/Magnitude Of Scale offer white-labeled servicing to smaller banks
• Competitive Considerations
• MBNA • Cards • Relative Capabilities • Strong reputation for customer service in cards processing
Examples: • Standard Chartered • Chase, FDC (Cards) • J.P. Morgan, EDS • Morgan Stanley Dean
• Benefits/Magnitude Of Scale
(Trade Finance) • Bradford & Bingley, (Derivatives) Witter (Cards)
• Royal Bank Group Business • Global Bank • Cards • Relative Capabilities • Cost-competitiveness, improved speed to market and better
• Citibank (Cards) Alltel (Mortgage) • Swiss FSG Process • Competitive Considerations position for regional expansion
(Settlements) (Checks, Cards)
• HSBC (Multiple • Wells Fargo, Management • Northern Trust • Cheques • Relative Capabilities • Maintain leading technology with minimal investment
Processes) Regulus (Checks) • Kredietbank, EDS • State Street • Benefits/Magnitude Of Scale
(Payments) (Securities) • CIBC • Cheques • Relative Capabilities • Benefit from leading edge technology at a lower cost, while
• Lloyds TSB (Credit) Processing • Potential For Value Creation realizing significant tax benefits
Partnership • Bank of Ireland • Cards • Benefits/Magnitude Of Scale • Reduce costs while aligning business strategy with a leading
• Competitive Considerations cards processing company
• J.P. Morgan • Derivatives • Relative Capabilities • Need to achieve scale to leverage investment in technology
Shared • Benefits/Magnitude Of Scale
Utility • Potential For Value Creation
• Swiss FSG • Securities • Relative Capabilities • Address issue of mounting technology costs and skilled staff
• Benefits/Magnitude Of Scale shortage
A.T. Kearney 28/C2821_Ver1.7gs(ns) 9

A.T. Kearney 28/C2821_Ver1.7gs(ns) 10
High level overview of Assess decision drivers

TF operation and rationales of
centralizations of various centralized
global banks operation models

19 1083 _Macros
Consensus will be built among the key stakeholders in order to guide the initial planning and
technology selection
I.A.3 Build Consensus and Finalize Shared Aspiration and Vision
TF Centralization Vision - Stage of Development Illustrative
Benefit
Characteristic Benefit
Year 5~6
• Revenue generation
Public Utility • Achieving further operational economy of scale
• Manage processes on
other banks’ behalf
Year 4~5
• Improved governance between TF processing center and hubs
Centralized - Internal • Improved operational efficiency and service quality of TF
Profit Center processing center
• SLA and internal transfer
pricing established
Year 1~3
Centralized - Internal • Improved customer service (i.e., faster cycle time and more
Cost Center consistent customer service)
• Internal TF process • Cost saving through achieving operational economy of scale
centralized at different • Improved operational risk control (i.e., more efficient
level
internal/external fraud control, less error)
Time A.T. Kearney / Bank of China 57
19 1083 _Macros
I.B. Develop Operating Model

Project team will then develop Trade Finance operating model base on best practice gap
analysis
Workstream I.B — Develop Operating Model (4 Weeks)
I. B.1 Best Practise I.B.2 Current Operating ModelI.B.3. Finalize Target Operating
Key Steps
Benchmarking Assessment and Gap Analysis Model
Key Objectives • Benchmarking international best • Understand BOC’s current operating • Formalize future trade finance
practice model operating model
• Identify gap between BOC and
leading practice
Key Tasks • Confirm key drivers of TF operation • Interview TF relevant departments to • Develop recommendation on key
centralization understand existing TF operational operational drivers base on gap
• Introduce leading practice on key model and underline reason analysis and BOC’s
drivers of trade finance operating • Compile inputs and identify common organizational/business constraints
model themes on key operational drivers • Project high level TF
• Summarize key characteristic of • Conduct gap analysis between BOC product/service volume and
leading practice operating model and leading practice recommend on TF consolidation
model (i.e., centralize vs.
regionalize vs. decentralize)
• Present the draft to the Steering
Committee for final approval
• Revise as appropriate
Key Deliverables • Summary of leading practice trade • Summary of current operating model • TF target operating model:
finance operating model • Gaps between BOC and leading – Recommendation on operational
practice operating model key drivers
– Recommendation on TF
consolidation model (i.e.,
approximate number of processing
center required 业务处理中心的数
量级 )
• Consensus on TF operating model
19 1083 _Macros
We will first conduct global best practice benchmarking on key drivers of TF operational
centralization Joyce : We have Chinese version from Minsheng Core
Banking Deck but please update Chinese version for
change in red
I. B.1 Best Practise Benchmarking Illustrative
Operating Model Banks Studied

Key Lessoned Learned
Drivers
 Risk Management and Credit Management are two
core corporate centre functions for all the
Governance and international leading banks
Control
— All the international major banks have a centralized
risk/credit management function in corporate centers
Operation Processing  Major banks either chose to separate or consolidate
risk management and credit management functions
— Consolidating risk and credit management have a
Level of Automation better over sought of risks and promote risk
awareness bank-wide
 An organization may adopt controller model early in
Performance the development process ， and move towards
Management partner Model in the long-run
— In a partner model, Responsibility of risk monitoring
will remain with Risk Management Unit, while
Risk Management responsibilities of risk control and assessment will be
delegated to individual business units
On risk management , project team will focus option study on By Risk Type vs.
Enterprise Risk Mgmt (i.e., TF risk managed by Risk Mgmt Unit vs. by Settlement
Department), as well as Centralized vs. Decentralized (i.e., to what extent TF risk is
managed by settlement department, by processing center, by branches)
19 1083 _Macros
Base on further understanding of BOC current operating model, we will identify gap
between BOC and leading practice
Joyce : We have Chinese version from Minsheng Core
Sample Deliverable
Banking Deck but please update Chinese version for
I.B.2 BOC TF Current Operating Model Assessment and change

GapinAnalysis
red
Bank A Today Global Practice
By Risk Type Enterprise Risk Management
Operating Model Summary of Current Situation Summary of Research Findings on

Drivers Assessment Global Practice
• Risk control function is not integrated. • Leading banks have an integrated risk
Governance and Mostly focus on credit risk management approach and also build up
Control • Long Term Target for Bank A specialized risk management function to
– Gradually build up more risk control cater risk of specific business lines
tools and data base • For banks with sizeable retail lending
Operation Processing – Build up expertise and specialization business will build specialized credit risk
according to business mix changes management unit for retails
• Short Term Goal • UBS has the corporate center unit which
Level of Automation also supervise the group wise risk
– Bank A is building an integrated risk
management function management
Performance – Risk management system of the 8 • Some banks have developed specialized
Management major system will roll out in the 2004 risk management team within business
– The most urgent issue is to train staff to units to cater for specific risk. For
adopt a new risk management approach example Hang Seng Bank has credit risk
Risk Management and structure management team in retail

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19 1083 _Macros
Process
This top-down gap approach will enable us effectively define operating model of BOC
trade finance operational centralization in a relative short time frame–i.e., which option
to chose along key operational drivers
客户示例
I.B.3 Finalize Target Operating Model
业务模式
驱
键动因素
关 — 分析总结目标业务模式
特
键关– 点
运营模式驱动因素客户管理和渠道和交付产品工厂程
运营
流
业务线管理
单一业横跨所有细分管理
务线业务线
主要业务
• 全行范围内 • 全行范围内 • 依据业务 • 全行范围内
客户管理业务线全行对客户进行横跨所有渠线，利用本集中的运营
集中维护集中管理，道的客户服地知识，在处理管理，
渠道与交付单一渠道产品交付向各业务线务解决方全行范围内以提高效
管理管理独立于渠道提供可靠的案，根据银的民生银行率，服务水
集中协调业务组合管理数据和分析行的竞争定和第三方产平和生产
产品管理当地全行 • 管理细分客工具，实现位，确保在品的开发和率，并根据
集中协调户群，协调全行范围的所有接触点管理，并允当地需求开
产品及服销售能力提上客户体验许客户化以发解决方案
运营处理分散整合务，交付到升的质量和一维持产品灵
部分整合以客户为中致性活性
全行级别心的各业务
内控管理分散化线智能与数据管理
的集中化
部分集中控制 • 集中化的客户、产品、运营数据收集与录入，以更好掌
单一风全面风控业务；加强产品的定制并更有效地调配资源与资金
风险管理
险管理险管理
主要风险种类
内控管理
1. “ 保持现状” 2. “ 赶上” 3. “ 跃进” • 将不同的内控功能集中至总部，以提供有效的协调，并
全面掌握银行的业绩表现情况
全面的跃进式的方式未必是最理想的。集中改善某些重要的驱动因素，即风险管理
可取得相当的成功 • 全行范围内集中、
综合管理各种不同类型的风险，并随
业务线的发展，积累专门知识

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19 1083 _Macros
Process
We will also recommend approximate number of processing center base on high-level
business volume and other qualitative factors analysis 我们同时也将根据高层次的业务
量估算和其他定性分析，就营运中心的集中度做
程出建议示意
问
心题核：集中哪些运营作业
？
程流集中到什么
度
程？
选择 1 ：一个中
心选择 2 ：相对集中的多个中
心选择 3: 相对分散的多个中
心
1 个中
心 ~10 个中
心 ~20 个中
心
总行总行总行
业务单位 / 华南华东 …业务单位 / 两广江浙 … 业务单位 /

运营中心中心中心分行中心中心分行
分行
规模经济大小
管理控制强弱
服务标准化高低
建立和运营成本低高
可能需日后进一步集中无有
针对地方市场特点弱强
通讯和物
流
问题大小

19 1083 _Macros
I.C. Design Organization Structure and KPI

Effective organization design should incorporate TF business aspirations, best practices
comparisons, and a clear understanding of BOC’s current TF related organization and
implementation issues
Workstream I.C — Design TF Organization and KPI (10 Weeks)
I.C.1. Design TF P&S I.C.2. Develop TF P&S Roles and I.C.3. Develop TF business
Key Steps
Organization Structure Responsibilities/Reporting Line related KPI
Key Objectives • Develop organization structure • Define roles and responsibilities that • Develop KPI that support
of TF P&S organization support P&S organization effective operation of trade
• Define reporting line of P&S finance processing operation and
overall business
• Develop guiding principles • Define reporting relationship • Interview with core members of
Key Tasks settlement department of HQ
base on best practice example between TF P&S and settlement
department, TF P&S and branches, and international department of
• Design initial strawman TF P&S and other relevant branches to understand as-is
structure for TF P&S departments roles and
• Refine organization structure • Conduct workshop to confirm roles responsibilities/strategy and
as appropriate based on and responsibilities/reporting line of performance measurement
feedback and requirements TF P&S organization related issue
• Draw implication for • Develop KPI of TF P&S
organizational change department base on its to-be
R&R and KPI of other trade
finance related function base on
its as-is R&R
updated
Key Deliverables • Level 2 organization structure • Roles and responsibilities of TF P&S • KPI of TF P&S
of TF P&S (i.e., organization department and it’s sub-unit • KPI of Settlement Department
structure of the TF P&S • Reporting line of TF P&S and its sub-unit
Department; Key functions of department • KPI of international department
its sub-unit) of branches
• Implication on other relevant • Implication to other related BU
organization changes of other (e.g., corporate banking)
organization
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19 1083 _Macros
Organization structure of processing center will be done to level 2 贸易融资业务处理中心的组织架 Process

构设计将到第二层次
示意
I.C. 1. Design TF P&S Organization Structure

贸易融资业务处理中处理子中心
业务处理中
心组织示例心支持部门
行政管理
处理子部门 Documents
Credit Issuance/ Customer
Receipt/ Settlement
Processing Finance Liaison
Checking
• Receive documents • Gain credit approval • Authorize financing • 客户服务 • Compute payment
• Time/ Date stamp • Obtain cash deposit, • Inform customer of • 服务质量 and charges
• Check documents collateral financing • 技术支持 • Initiate settlement and
• Create transactions in • Issue necessary payment
• Locate appropriate • 培训
system documents • Renew guarantees
codes
• Enter data • Send to receiving • Sort advice for
party dispatch
组织原则 ( 按流程 ) ( 按流程 ) ( 按流程 ) ( 按职能 ) ( 按流程 )

19 1083 _Macros
Roles and responsibilities of TF P&S organization will be base on it required new roles and
new capabilities
I.C. 2. Develop TF P&S Roles and Responsibilities/Reporting Line
Future Roles of TF P&S Organization Capabilities

• Be a strategic partner to the trade finance • Efficient and high quality performance
businesses of BOC in TF P&S through excellent application
of technology, processing skills, and
• Provide a competitive advantage to BOC’s management know-how
trade finance businesses through world
• High responsiveness to changing
class processing capabilities
demands of the market and business
• Be a place where the current trends and managers
technologies in P&S are well understood • Best leverage of available resources in
and disseminated in trade finance providing high quality services
• Longer term, be viewed as a “business • Rigorous performance management

unit” to internal customers, i.e., with cost with performance based
efficiency and service level responsibilities compensation/career path to attract and
retain P&S talents

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19 1083 _Macros
Process
We will develop organization structure of TF P&S and its coordination system with
branches/business units 我们将设计贸易融资营运中心组织架构及与其他部门的协调方式
示意
汇报系统及部门协调模式
贸易融资业务处理
中
心
Documents
Credit Issuance/ Customer
Receipt/
Processing Finance Liaison
Settlement 行政管理
Checking
部门协调模式
结算业务部要点
相
关业务部门 1 • 确认业务处
理中心与相
相
关业务部门 2 关业务部
相
关业务部门 3 门 / 分行之
间的协调需
分行类别 1 求点
分行类别 2 • 就协调需求
明确业务处
分行类别 3 理中心的职
责指导原则
分行类别 4

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19 1083 _Macros
Process
For KPI design, we will likely adopt top - down approach, to support BOC trade finance
strategy and BOC corporate strategy
示意
I.C. 3. Develop TF business related KPI
KPI Development Approach - Top Down KPI Development Approach – Bottom Up
Strategic Financial Institutions Critical KPIs
Objectives Success Factors 指核
考标开发和筛选
#1. Achieve
• Emphasize growth in the “window of
high
opportunity”
• 本部门角度
financial • 客户角度
• Achieve profitable returns from
performanc
management of BOC cash reserves 职责四角度 • 竞争对手角
e
分析分析度
• Meet funding needs through deposits
from financial institutions including
• 相关部门角
insurance, securities, etc. 度
#2. • Meet funding needs through long term
Establish deposits from insurance firms and soon
available sources including Postal
high-value,
Saving and Social Security Funds
balanced • Meet funding needs through issuing CD
Finan business
cial
or bonds to institutional investors
(future)
Specific
mix
Instit • In mid to long term, to increase KPIs to
ution
emphasize on fee-based business with
support KPI 备选业界实践 KPI 最终
名单对标名单
financial institutions clients
Busin each
ess #3. Control CSF
• Provide efficient and secure cash
risks and
handling and collection processes
enhance
operational with branches
efficiency • Maintain current efficiency levels
#4.
重要性简单
Improve • Build key business capabilities of KPI 初
可测性实用
resource Bank personnel 步名单
contributio 可控性平衡
n and • Maintain desired staff turnover
retention

19 1083 _Macros
I.D. Design Core Process

We will also adopt top-down approach to develop core processes required for RFP input,
through best practice benchmarking
Workstream I.D — Design Core Process (8 Weeks)

I.D.1. As-is Core Process
Key Steps I.D.2. Gap Analysis I.D.3. Design Core Process
Mapping
Key Objectives • Decide on core processes for • Identify gap between as-is processes • Develop to-be process for
initial RFP preparation input and leading practice further RFP input
• Understand as-is core
processes
Key Tasks • Identify required core process • Compile core process leading • Define high-level cross-
for RFP preparation (i.e. core practices functional step/procedure
required for RFP input (i.e.,
business related) level of detail required )
• Draw learning lessons and
• Design high level core processes
• Prepare and issue template for applicability to BOC to RFP refinement
as-is process mapping • Specify key changes between to-
• Identify gap between BOC and
be processes and as-is processes
• Conduct workshop to confirm leading practice • Conduct workshop to gain
as-is processes consensus on to-be processes
Key Deliverables • Define core process • Best practices core processes • To-be core processes
• High-level current process • Consensus on to-be processes by
adopted by leading practices
mapping key stakeholders
• Gap between BOC and leading
practice

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19 1083 _Macros
Process
First, we will define core processes required for RFP preparation 首先，我们将界定
RFP 程所需要的
流键关
示意
I.D.1. As-is Core Process Mapping
Core Processes Required for RFP
•Inward Bills Under Letter of Credit •Bank Guarantees (LG LT, LE)
(IBLC)
•Loan Packing Credit
•Import Collection (IBC) With Financing
•Letter of Credit Loans
•Import Collection (IBC) Without
Financing •Reimbursement Loans
•Import Letter of Credit Issuance •Reimbursement Undertaking
•Shipping Guarantees (SG) •Continued Collection Under Letter of Credit
(OCLC)
•Export Bills Purchased (EBP) With
Financing •Export Bills Under Letter of Credit (EBLC)
Without Financing
•Export Collection (OBC) Without
Financing •Export Bills Under Letter of Credit (EBLC)
With Financing
•Trade Bills Discounting
•Inward Letter of Credit (IL)
•Direct Bills Receivable Purchased
(Direct BRP)/ Bills Receivable Sales •Confirmation of Inward Letter of Credit (Open)
(BRS)/ Bills Receivable Discounted •Confirmation of Inward Letter of Credit (Silent)
•Standby Letter of Credit (SBLC) •……
•……

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19 1083 _Macros
Process
对于
确定出来的
程流键关，我们将根据 RFP 所需的细节
度
程（ 1 ）
进行现有
程流总结
示意
“As-Is”流程
進口开证
處理更新紀錄/
接到付款/ 指示確認付款/指示執行付款/ 指示
例外情況帳戶
法金法金法金
作業部作業部作業部
以發生端點(前端-> 後端) 及人員類別來區分
否
3.進入外匯
國系統作 6.信用狀若
1.收到法
2.檢核開狀相關文是
外金作業部件與簽核後之額度
ISSUANCE
產生
為郵寄信用
狀,則需列印
10.歸檔；
轉送客戶交付法金
部開狀申請
表;評估開狀內容之
合理與合法性
MT700(SWI 於信用狀用作業部電 11.結束
FT電文) 紙文或郵寄
經書
如有求償行信用狀副
時產生
辦 MT740(SWI
9.郵寄國外
本及收據
FT電文)
通知銀行
水單一份送會計組清算送央行
國外
電文副本
4.主管簽核， 7.主管簽字於
部主電傳信用狀郵寄信用狀
8.另一個
主管簽字
管發送swift
5.國外部
國外部國外國外部
另一位
電報室通知銀行會計組
主管
A.T. Kearney 37/2507
注：（ 1 ）流程总结和设计的细节程度将取决于项目进程中确定的 RFP 需求

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19 1083 _Macros
Process
基于中行
程流现状，对照国际先进实践进行差距分析
示意
I.D.2. Gap Analysis

全球最佳实践—
程流 ( 贸易融资示例 )
• 客户可以使用基于网络的门户进行录入
数据
现有
心核业务 • 由特定的贸易融资产品专家对区域性的
程
图流托收进行集中的处理，以达到规模经济
“As-Is”流程 • 拥有与客户风险组合数据库的接口
尽可能使用影映文件
進口开证
•
距
處理更新紀錄/
没有人工介入—完全的直通式处理
差
例外情況帳戶
•
定
法金法金法金
作業部作業部作業部
以發生端點
确
否
3.進入外匯
國系統作 6.信用狀若
1.收到法
2.檢核開狀相關文是
外金作業部
ISSUANCE 為郵寄信用 10.歸檔；
(前端 -> 後端 ) 及人員類別來區分
件與簽核後之額度產生狀,則需列印
轉送客戶交付法金
部開狀申請
表;評估開狀內容之
合理與合法性
MT700(SWI 於信用狀用作業部電 11.結束
FT電文) 紙文或郵寄
經書
如有求償行信用狀副
時產生
辦 MT740(SWI
9.郵寄國外
本及收據
FT電文)
通知銀行
國外
電文副本
8.另一個
主管簽字
管發送swift
5.國外部
另一位
主管

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19 1083 _Macros
Process
结合中行现状及与国际先进实践之间的差距，设计切实可行的目标
程流键关（ 1 ）
示意
I.D.3. Design Core Process
“To-Be”流程註記：
1.流程7文件之郵寄與歸檔改由工讀
產品- 進口開证生承作
處理更新紀錄/
例外情況帳戶
法金法金法金法金法金
作業部客戶作業部作業部客戶
以發生端點(前端 -> 後端) 及人員類別來區分
收據、信用狀副本透過
否
3.進入外匯
國
額度表
系統作 5.信用狀若
1.收到法
外金作業部 2.檢核開狀相關文
是 REG.&
ISSUANCE
為郵寄信用
狀,則需列印
8.歸檔；電
轉送客戶件;評估開狀內容之文或郵寄
部開狀申請合理與合法性
產生MT700 於信用狀用
信用狀副 9.結束
(SWIFT電文) 紙
書 /從網
經如有求償行
本及收據
FAX SERVER傳送給客戶
路上寄給客戶
時產生
辦 DOWNL
OAN客戶
MT740
7.郵寄國外
(SWIFT電文)
之申請書通知銀行
電文副本
國外
發送swift
管

注：（ 1 ）流程总结和设计的细节程度将取决于项目进程中确定的 RFP 需求
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19 1083 _Macros
Process
程流键
分析关对于保证 IT 对新的业务
程流的有效支持十分重要
未来业务
程流设计纵览
信用证
出口融资 ( 装船前融资 )
前台后台
程流客户服务 / 销文档收集 / 处
业务生成授信支付 / 催收
售理
手工活动 • 销售终端电话；客 • 申请数据输入 • 要求 / 检查客户文档； • 申请数据输入 • 回答客户问题

户联系 • 产品适合度确认作出授信决定 • 产品适合度确认 • 提示逾期支付
自动化活动 • 非常少 • 电子申请追踪 • 电子申请追踪 • 自动识别提货单 • 帐户追踪、沟通和支

• 客户关系软件产生 • 文档交换和发送付
的交叉销售通知 • 逾期通知
集中化
度
程 • 分散化 • 相对分散 • 依据复杂程度，集中 • 集中化 • 集中化
技术供应商
技术供应商
到区域处理中心招标和供应
招标和供应
商选择业务
商选择业务
系统需求 • 与客户企业数据的 • 文档扫描能力；自 • 电子表格，自动裁决 • 完全自动化文档管 • 与客户和其它银行的计划
计划
接口动信贷总结，与生成系统相连理，与所有其他系贸易融资的整合
统相连
可能的节省 • 向成本更低的渠道 • 处理周期缩短 • 减少不正确的数据输 • 周期缩短；处理成 • 处理成本减少

转移入导致的错误本成本减少
程流心
产
关
相核品的集中处理
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19 1083 _Macros
Process
 业务模块
 IT Workstream
 实施计划模块

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19 1083 _Macros
Process
技术工作小组的工作在第一阶段分为 3 个步骤，共需时 20 周
4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
主要工作步骤
1 1.1 IT 架构及现
有系统评估
全现
商球状
分系评
析统估
厂及
1.2 全球系统厂
商及产品分析
1.3 国际银行系统
运行情况调研
2.1 系统目业务模式及流程设
2 标架构设计计（业务小组）
2.2 业务需求定义
备招
及标
书发工
放作
标准
2.3 标书文件准备
2.4 评标标准及细
则
IT 厂商回标准备 3.4 产品演
及沟通 3.1 标书文件评审示及概念验
3 证
评
标
及
厂
商
3.2 现有用户调查
选
择
3.3 整体投资分析 3.5 差距分析 3.6 最后澄

清及决策
主要事件初步解决方案确认
确定招标范围标书发出标书回复完毕
排序排序

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第一步 : 我们将首先清楚地了解中行当前的 IT 环境，并对全球系统厂商进行研究
IT Workstream: II.A – IT Baseline and Global Vendor Benchmarking

II.A.3 Research on trade
II.A.1 IT architecture and II.A.2 Global vendor and
Key Steps finance systems used by global
current system assessment product analysis
banks
Key Objectives • Understand key issues of current • Understand the strength • Understand the operations
IT environment and weakness of major status of trade finance
• Identify project dependencies global trade finance systems used by global
vendors and products banks
Key Tasks • Understand current IT strategy to • Update A.T. Kearney • Understand operations
summarize strategic IT direction research on vendor issues with major trade
• Assess current IT architecture to analysis finance systems
derive technical direction for target • Identify latest trends • Summarize users’ key
trade finance system • Discover the latest issues / comments
• Assess current system relationship major deals of key • Discover potential flaws
to map interfaces and data flows vendors in the products if any
• Identify dependencies with on-
going and planned IT projects
Key Deliverables • Current IT architecture and system • Global trade finance • Summary of trade finance
assessment vendor and product system operation status
• Mapping of system interfaces and research report • Key issues to watch
data flows • Latest market trends of during RFP evaluation
• Dependencies with on-going and vendors and products
planned IT projects • Key issues discovered

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在技术现状评估中，我们将对整体 IT 架构、与当前贸易融资系统的接口以及与在建 IT
项目的依赖程度进行评价
II.A.1 当前 IT 架构和贸易融资系统评价
主要问题
• 中行未来 IT 架构的战略导向是什么？
IT 架构评价 • 为保证目标贸易融资系统和全行 IT 架构的
一致，必须采用的架构指导原则是什么？
• 基础设施对目标贸易融资系统的影响是什
么？在招标文档中向系统
厂商提供足够和适当
• 目标贸易融资系统将和哪些系统相连？的技术
指导和需求
系统接口研究 • 对其他相连的系统有哪些潜在影响？
• 有哪些特定的接口需求？
• 哪些在建和计划中的 IT 项目和贸易融资系
在建和计划中的统有依赖关系？
IT 项目研究 • 有哪些依赖关系和特定需求？
• 如何在实施规划中体现这些依赖关系？

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当前系统评价有利于更好地理解当前贸易融资系统的主要问题和依赖关系
例证
系统接口和依赖
关系技术架构评价
1 管理 2 (7)产品系统与核心业务系统的
(7)产品系统与核心业务系统的
集中采购设备管理账户管理界面
账户管理界面 CMBC 总行灾备
旧 MIS 分析型客户管理系统
集中后段交易非现场稽核资产负债管理保理系统
(NCR Teradata) 商业汇票交易管理系统
办公自动化系统民生国航一线通综合业务系统
人力资源
门户系统管理会计个人实盘外汇买卖系统个人消费信贷系统
公文处理系统非零售信贷管理会计事后监督系统人力资源视频会议系统
(SUN) (SAP)
(Peoplesoft)
开放式基金代销系统
产品管理和运作运营型客户管理系统验印系统

(对公) LDAP
… 内联服务机 (6) 信息传送到相应的应用
(6) 信息传送到相应的应用
全行集中的财务系统系统
系统
运营型客户管理系统门户系统
指纹密码系统
3 商业汇票交易管理系统 (对私)
(5)中台服务器集中了分支行系统传送来的讯
(5) 中台服务器集中了分支行系统传送来的讯
2 息。当交易量较高时系统往往会故障。
息。当交易量较高时系统往往会故障。
4 保理系统消息池 (4)中台服务器有小型的工作流模块，
(4) 中台服务器有小型的工作流模块，分行 (8)基于网络的单独的
(8) 基于网络的单独的
企业数据库以支持地区中间业务产品。某些分行具新产品平台
渠道以支持地区中间业务产品。某些分行具新产品平台
有单独的平台支持此项业务
有单独的平台支持此项业务
3 中台
5 个人消费信贷系统 1 内联服务机
自助银行系统
4
个人实盘外汇买卖系统
6 综合业务系统客服中心系统客户经理，信贷员，支票处理
5 (3) ATM操作在分行
(3)ATM 操作在分行地区中间业务平
柜员
ATM服务器上处理
ATM 服务器上处理台
7 开放式基金代销系统 6
电话银行系统
(2)支行服务器与银行
(2) 支行服务器与银行
Internet 浏览器
8 银证通
7 的中台服务器相连
的中台服务器相连 … Internet 浏览器
自助银行系统支行合作伙伴 (例
8
如公用事业公
资金拆借系统柜员系统
9 网银系统 (1)柜员终端与支行服
(1) 柜员终端与支行服司或超市）
9 务器相连
务器相连
银保通手机银行系统
分行系统国际结算系统
人民银行支付系统电子口岸银联前置系统 VT100 终端 VT100 终端 … VT100 终端
? 信用卡 (TradeNet)
网关银行柜员
整合和实施规划所需的接口和依赖
关系图目标贸易融资系统的架构和
基础设施需求

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We will update A.T. Kearney analysis for major global trade finance vendors and products to
identify latest trends and key issues
Illustrative
II.A.2 Global vendor and product analysis
Examples of Global Trade Finance

Vendors / Products SureComp Diagnostic
Strictly confidential
Vendor Organization Technology Considerations

• Surecomp is an international software developer, which excels in developing
• Surecomp and its affiliates utilize technologies including artificial intelligence, document imaging
turnkey solutions for the wholesale banking environment.
and workflow control, and optical character recognition, to enhance our products and provide value
to our customers.
• Surecomp's experienced banking and systems professionals are dedicated to the
• IMEX can interface with internal and external systems such as
development, maintenance and implementation of our wholesale banking
— Communications: Incoming and Outgoing SWIFT, Telex, E-Mail, Bolero, Fax, Clearing
software applications. All development, installation and customer support is
House
handled by Surecomp employees. Surecomp's success is based on the quality of — Position Keeping: Treasury Systems
our professional staff, many of whom have been involved since the inception of
— Accounting: GL and DDA
Surecomp's products. Surecomp's strength and long term commitment to its
— Static Data: Customer/Bank Information, BIC, BIC+, Exchange and Interest Rates, Holidays
customers in the international banking arena is unrivalled.
etc.
— Security Systems: RACF, ACF2, Top Secret
— Blacklists: OFAC
Economic Potential • Technology :

— Platform: Mainframe, UNIX, Windows
• NA
— DB: IBM DB2, Oracle, MS SQLServer
Implementation Considerations
Strictly confidential
• SURECOMP has a pool of skilled individuals with a wealth of experience in
SureComp Snapshot managing multi-million dollar projects - providing both financial services and
technology consultancy, through a range of structured services:
Credentials (Mini Customer Case Study)
— Implementation services
— Customization services
Vendor Organization Market
— Maintenance Perception and A.T. Kearney Point of
services View
— Solutions integration
• Surecomp is an international software developer, which excels in developing — Training
turnkey solutions for the wholesale banking environment.
• Surecomp headquarters is in Canada and supported by worldwide regional offices
and two development sites, Surecomp successfully supports over 200 installations
in more than 59 countries.
• Surecomp specializes in trade finance banking software for mid-size and large
banks.
Source: Company website, A.T.Kearney research A.T. Kearney 37/2664 TaChong Vendor Research/yk 67
Product Features
Trade solutions:
IMEX - Trade Finance Solution
IBSnet - Trade Finance Solution incorporates all the tools necessary for processing
trade finance transactions from opening Letters of Credit to Bill Presentment and
Finance
NetIMEX - Internet-based Trade Finance Solution
IMEX - Trade Finance Solution

• Conforming to the major international regulations such as UCP500 and 522, URR
525 and ISP98, IMEX is an online, real-time processing and decision support
system, which handles the following
— all inward and outward Letters of Credit
— Standby L/C
— Collection
Strategic Alliances/Acquisitions
— Domestic and Foreign Guarantees,
— Remittance
— Reimbursements
— Financing, Discounting and Forfaiting and Syndications / Participations
NetIMEX - Trade Finance Solution Internet-based Remote Access Trade Finance
Banking System. The Bank's customers can use NetIMEX to:
— Initiate Trade Finance transactions
— Receive transactions and information from the Bank Recent Customer Base and Contact Information
— Provide instructions for existing transactions • Asia Pacific
— Conduct a wide range of on-line inquiries 18th Floor, Onfem Tower
29 Wyndham Street
Financials Central
Hong Kong
• NA Tel: 852-2573-8307
Fax: 852-2572-7141
Source: Company website, A.T.Kearney research A.T. Kearney 37/2664 TaChong Vendor Research/yk 66

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我们将总结主要贸易融资系统厂商和产品的最新发展趋势，以协助准备标书和未来评标
招标准备中的主要工作初步
• 主要厂商及其产品
全球系统厂商研究 • 厂商和产品的优势和劣势
• 最新行业趋势
• 全球和亚洲地区的历史业绩
• 系统的运行状况 • 选择哪些厂商发放标书？
全球银行贸易融资
系统运行情况调研 • 客户评价 ( 业务和 IT) • 评标过
程中需要注意哪些
• 需要关注的重要问题问题？
科尔尼的全球专业 • 了解行业趋势
知识 • 主要厂商和产品的知识
• 和全球主要银行的密切接触
, 包括业务和 IT 用户

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第二步：我们将制作一个全面的标书，确保未来的贸易融资系统支持目标业务模式
IT Workstream: II.B – RFP Preparation and Issuance

II.B.4 Definition of
II.B.2 Business
II.B.1 Design of target II.B.3 Preparation of Evaluation
Key Steps requirements
system architecture RFP document Methodology and
definition
Criteria
Key Objectives • Identify key functional • Define business • Preparation of RFP • Achieve consensus on
modules and design requirements for target document vendor evaluation
architecture of target trade trade finance system methodology and critetia
finance system
• Identify the general • Develop basic business • Agree on key components • Agree with BOC team on
Key Tasks
functional models of trade requirements of RFP documents overall evaluation
finance system • Discuss with business • Discuss and agree with methodology
• Define BOC specific workstream to identify BOC on key issues, e.g., • Agree with BOC key
functions specific requirements pricing report structure decision making ceriteria,
• Define linkages between of BOC • Author RFP document especially the gating
the modules • Workshop with key • Issue RFP document criteria
• Design target system business users and IT • Agree on weighting of
architecture team to achieve each key element
• Define technical consensus
requirements for RFP
Key Deliverables • Key functional modules of • Business requirements • RFP document • Evaluation methodology
target trade finance system document for trade • RFP issuance • Key evaluation criteria
and descriptions finance system
• Target architecture design
• Technical requirements of
RFP document

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We will define the key functional modules of target trade finance system and linkages with existing
and future systems in BOC based on industry common practice and BOC specific requirements
Illustrative
II.B.1 Design of target system architecture

Illustrative BOC Target Trade Finance System - Key Functional Modules
Channels Trade Finance System

Branch Workflow
Operational Back-End Limit & Position
Processing Processing Management
Internet/
PC Banking
Product Definition
Financial Data
Commission and
Call Center Interest Bank-
Customer Management Calculation Wide GL
Phone
Banking Correspondence Management
Asset
Mobile Clarification
Banking CIF
Customer Data
Others …
Bank-wide Centralized CIF

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技术需求确保系统的可用行、高效性、灵活性、扩展性、安全性和容错性
例证
II.B.1 Design of target system architecture – definition of technical requirements

技术需求可用高效灵活扩展安全容错
支持区域级别的本地化（包括语言，流程） 
支持多币种、多国家和多公司  
使用基于组件的架构 – 业务归入不同的组件，几个组件可以快速组装成新的业   
务支持系统
符合金融和 IT 行业的已经建立和正在出现的标准   
对内外部分别保护信息、硬件和软件 
划分独立的安全域，最小化安全隐患  
进行审计跟踪，监测参与者和相关人员的活动 
提供可客户化的标准流程  
任何可能情况下的流程集中化 
实现直通式处理 (STP) 
提供在线实时向总账账户过账的能力  
允许例外管理  
参数驱动  
支持全企业内的客户产品、账户数据和管理信息的统一视图  
向数据仓库提供用于分析处理的数据   
允许分行在离线状态下的运转 
与企业应用集成（ EAI ）的接口，通过与中央集成服务的一次性集成使新的应  
用整合进入已有的应用
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我们把行业领先的实践和中行的独特需求相结合，制定标书中的业务需求
供讨论
II.B.2 Business requirements definition
全球行业中行目标运营模式和
领先实践程流心核设计
科尔尼将协助
• 开展与业务用户的讨论会
中行特殊的 • 循环
序
程，以获得改进和
通用业务需求
业务需求认同
• 与全球银行进行探讨，以
交换想法并获取经验
标书中的业务需求

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业务需求应包括贸易融资业务的基本需求及中国银行的特殊的业务需求
示意
II.B.2 Business requirements definition

Trade Finance Products 贸易融资产品
Supports the following Trade Finance products: 支持如下贸易融资产品
Letter of Guarantee 保函
Letter of Credit - import & export 信用证 - 进出口
Stand by L/C 备用信用证
Back to Back L/C 背对背信用证
Transferable L/C 可转让信用证
Domestic L/C (SKBDN) 国内信用证（SKBDN)
Shipping Guarantee 提货担保
Inward Bills Under LC / Bills Receivable – Sight & Usance / Credit terms 汇入信用证单据/ 应收票据 - 即期与远期/ 信贷条款
Trust Receipts 信托收据
Packing Credit Scheme 打包放款计划
Foreign / Domestic ( SKBDN ) Bill Of Exchange Purchased (FBEP) 购入外国/ 本国汇票
Bill Discounting 票据贴现
Inward Bill for Collection (IBC) 汇入托收票据
Outward Bill for Collection (OBC) 汇出托收票据
Bankers Acceptance 银行承兑汇票
Export / Import Financing Scheme 出口/ 进口融资计划
Rediscounting 再贴现
General Requirements 一般要求
Provides on-line earmarking to utilisation amount of credit line / facility 提供在线款项用途指定与审批的使用信贷额度/ 功能
upon approval.
Provides facility for earmarking other facility limit within trade or in other 提供贸易内的其他功能限度或其他诸如贷款、透支等
applications such as loan, overdraft, and etc. 应用内的款项用途指定功能
Provides facility to tag approved application against pledged collateral. 提供功能为对抵押资产的被批准的应用加标
Generates a Bill Reference Number automatically 自动产生票据参考号
Provides input screen to capture product specific details 提供输入屏幕以捕获产品具体细节
Ability to set default start date of interest computation to X number of 能够设定利息计算的默认起始日期直到交易日起的第x
days from transaction date. 天
Ability to capture standard clauses for appending to documents and 能够捕获至文档的快捷路径的标准条款并提供选择所
provide facility to select the required clauses. 需条款的功能
Changes can be made to non-restricted fields only 只允许对非限制域进行改动
One officer required to verify and another officer required to authorise to 需要一个官员来确认并由另一个官员授权完成交易
complete the transaction.
Automatically generates accounting entries, produces a printed report, 根据数据捕获完成度自动生成会计记录，产生打印报
and updates limit utilisation upon completion of data capture. 告，更新限额使用度
In the event of cancellation, the system generates all the reversal 在发生取消事件时，系统产生所有冲销帐记录并更新
accounting entries and updates limit utilisation. 限额使用度
Generates reminder user determined number of days before maturity 产生用户确定的到期日前提醒天数

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We will prepare a comprehensive RFP document together with BOC team based on international Process
competitive bidding process, with emphasis on comprehensive, transparency and quick turnaround
示意
II.B.3 Preparation of RFP Document – Key guiding principles
• The RFP document will detailing the process, requirements and evaluation methodology
• Comprehensive functional items will be applied towards evaluating the bidders’ functional
Comprehensiveness capabilities
• Detail data on current IT environment will be provided to enable bidders to accurately estimate the
costs of integration and assess opportunities for leveraging existing infrastructure
• The structured and detail scoring method to be utilized will ensure that bidders’ proposals are
evaluated without bias
Transparency • The methodology to be applied will be shared with all bidders to ensure that everybody are well
prepared and compete on equal ground
• To ensure BOC has a high level of confidence of selected vendor through RFP process, we will:
– standardize our RFP response templates to ensure bidders’ efforts are focused on the critical
High level of confidence items and the evaluation process is smooth
– Provide detailed test script of Proof of Concept to ensure key functional requirements are fully
covered and demonstrated in POC process
– Follow up with gap analysis to field test the selected system and alert vendor to be prepared for
this

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我们将和中行团队一起制定评标的方法和标准
II.B.4 Definition of Evaluation Methodology and Criteria - 信息征询 / 招标评估方法的例证

重点招标重点
信息征询重点
组织功能性技术实施定价
• 建立了庞大的用户 • 产品覆盖所要求的 • 与国际标准接轨 • 大胆但可行的实施 • 有竞争力的总体拥

基础全部功能 • 最大程度利用现有进度有成本 (TCO)
• 最近为相似规模银 • 本地化能力以适应的硬件 • 测试，用户验收以 • 灵活的定价方法
行实施系统的丰富中国国情 • 可扩展性和灵活性及推广使用等方面 • 创新性的融资建议
经验 • 易于使用支持业务发展的需已证明的方法
• 亚洲市场上表现优要 • 强大的实施后支持
异 • 稳定性和可靠性确能力
• 长期财务稳定保客户有良好的体
验
稳定性与适宜性与灵活性与时间进度

价值
关
相经验可用性容错性与风险

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第三步 : 我们将通过严格的评价程序筛选出最合适的供应商和产品
IT Workstream: II.C – IT Baseline and Global Vendor Benchmarking
II.C.2 Customer reference

Key Steps II.C.1 RPF evaluation II.C.3 Investment analysis
check
Key Objectives • Distinguish vendors and proposed • Understand operation status of • Understand financial
solutions through proposal products in real life with impacts of solutions
assessment customer direct feedback and
comments
Key Tasks • Review vendor proposals and • Conduct interviews with vendor • Collect key financial data
conduct assessment against nominated customers to on hardware and software
defined scoring criteria understand current operation for initial investment and
• Score each functional and status and issues during the next 5-10 years
technical items implementation • Conduct NPV analysis for
• Qualitative assessment on “soft” • Conduct independent research Total Cost of Ownership
elements, e.g., implementation and reference through ATK and • Normalize analysis and
plan, product training plan, etc. client network conduct comparison
• Validate with global experts for • Seek independent analyst view
key issues and questions where appropriate
• Clarify details with vendors
Key Deliverables • Scoring sheets of each vendor on • Client reference report • NPV analysis of Total
functions and technology • Key issues of real life operations Cost of Ownership of each
• Comments product difference of products proposed solution
• Issues to watch and clarify during • Key issues / comments on project • Implications to BOC
POC implementation phase
• Preliminary rating of vendors

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第三步 : 我们将通过严格的评价程序筛选出最合适的供应商和产品 (cont’d)
IT Workstream II.C – IT Baseling and Global Vendor Benchmarking (cont’d)
II.C.6 Clarification & decision

Key Steps II.C.4 Proof of Concept II.C.5 Gap Analysis
making
Key Objectives • Field test system functionality to • Further confirm rating of • Further clarify any outstanding
obtain a first hand feel vendors issues
• Spot check vendor proposal • High-level confirm scope • Facilitate decision making
• Direct interaction with vendors for work for implementation and
questions cost
Key Tasks • Go through POC test script for • Agree with BOC team on • Conduct clarification sessions to
functional test vendors selected for gap finalized outstanding issues /
• Discuss with vendors on key analysis questions
technical issues • Develop and confirm criteria • Finalize rating of vendors
• Score and normalize POC and principles for gap analysis • Facilitate decision making process
performance • Facilitate gap analysis process
• Internally discuss and agree on • Review and assess gap
final scoring and rating analysis results
• Incorporate results into vendor
rating
Key Deliverables • POC scoring and rating for each • Gap analysis criteria and • Assessment on outstanding issues
vendor assessment principles • Finalized rating of vendors
• Clarifications on key technical • Assessment report on gap • Communications on vendor rating
issues analysis results
• Consolidated rating of vendors • Rating of vendors after gap
with RFP assessment analysis

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Process
我们将使用科尔尼公司证明有效的供应商选择方法来挑选最适合中国银行的供应商
示例
II.C.1 RFP evaluation - 过滤
序
程
入门权重评级
关键指标 – 如不满给各指标赋予不同产品演示 / 概念检
足将被排除 , 如：的权重以进一步缩验和详细评估，对
组织长期生存能力小供应商范围每一个供应商评级
, 技术可行性以帮助决策
是是是
相
关的软件通过筛选的
供应商技术供应商
…. …. …. 列表
否否否

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We will also conduct client reference check and independent check to understand system operations Process
status in real life situation and vendor performance during implementation process
示例
II.C.2 Client reference check
Client Reference Check
Objectives Key Issues to discuss
 Collect direct comments/feedback from customers with

vendor’s involvement
Project
background: key functional modules implemented,
 Understand system operation status in real life implementation partner, duration, etc.
 Identify key issues during system implementation process Issues with current operation status
Issues with project implementation, including:
Participants
•Team competency
•Any delay on project delivery
ATK team members •Quality of project delivery
BOC team members •….
Issues of on-going support and maintenance
Format …
Telephone interviews
Face to face discussion

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We will prepare client reference report to summarize key issues and finding, which will be used and Process
validated during POC
示例
II.C.2 Client reference check – sample customer reference check report
绝密
Iflex的客户对其既有正面的也有负面的评价
绝密
时间客户被访问者
Temenos客户对于实施过程的评价是正面的项目背景
 该行是iflex是在印度实施的第一家银行，银行也刚成立，没有
系统转换的问题
 HDFC 银行，印度，  Ram先生, 银行信息技  银行于1997年实施了finware，该系统是flexcube的前身

 9月15日
孟买术主管  对公业务不久就转换到flexcube
时间客户被访问者项目背景
 零售存款业务仍然使用finware。计划在未来的1到1年半的时间
内转换到 flexcube  银行使用的是Globus11.2版本，而不是T24。五年前在位于贝
鲁特的总部实施。六年前在银行的比利时分行实施。其它所
Mr. Philippe Chartouri
 有的国外分行也都使用globus。银行在黎巴嫩国内拥有70家分
 黎巴嫩贝鲁特，
 9月21日先生，Byblos银行支行，并以每年5家的速度增加.
正面评价 Byblos银行负面评价
CIO
 实施过程中，没有严重的耽搁  零售贷款业务的功能性和运营支持十分薄弱。银行为此抱怨  银行使用系统所有模块。除了按揭(零售与批发业务都在
iflex，为此iflex 又购买了daybreak ，一个美国的贷款系统。银 Globus系统上进行处理)

 2000年银行收购了另一家当地银行，这家银行的系统是MKI。
行不确定何时或是否应该转换到daybreak 系统，因为他们必须
MKI和iflex都参加了系统转换。没有遇到重大问题
首先回顾美国和印度贷款业务的不同需求。系统必须在印度本
正面评价负面评价
 产品工厂运行良好地化
 Temenos同意按照黎巴嫩银行业务的需求，对globus进行免费的客户化，包括：核对清算，票据和定期/  如果Temenos让银行进
 现在银行的侧重点是运营改进。没有存在任何问题理财业务也比较薄弱，银行购买了第三方的系统sunguard
活期存款账户。 Temenos满足了银行交付方面的期望。这些客户化产品如今成为了核心业务系统的一部行强度测试，实施本
分可以进行的更好。
 支持活动尚可，但是银行希望加快客户化的速度
 在实施中，Temenos在银行安排了5位当地全职员工。Temenos的支持不存在问题  Temenos的零售交易处
 Chartouri先生对开发中“本地区域”设计特别满意。银行可以在“本地区域”内创建自己的数据元素，修改
理功能没有进行合理
屏幕，创建子程序。当系统升级到新版本时， “本地区域”中的客户化工作将不会丢失，而会被应用到的设计。银行每天需
新版本中要处理15万笔交易。
但是银行发现globus存
 产品功能适合银行的需要，银行可以启动所有的产品，即使该产品不在核心系统中，Temenos也可以在
A.T. Kearney 47/Minsheng CB Final Report 290 在系统锁定方面的问
局部区域中做出加强
题。银行希望尽快解
 Chartouri先生认为13.2 版本解决了分支行数目众多时出现的问题。他认为globus可以轻松处理200家分决这一问题
支行
 这是一次艰苦而又非常成功的实施
A.T. Kearney 47/Minsheng CB Final Report 291

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我们也将进行详细的投资分析，确保中行能够清楚每一种系统的总体拥有成本 (TCO)
及其含意
II.C.3 Client Investment analysis
贸易融资系统总体拥有成本
前期投入持续性成本
系统实施成本业务转型成本系统的持续支持与维护
• 软件 / 硬件成本 • 项目管理与质量控制 • 软件许可证成本

• 系统设计、配置与测试 • 运营模式与业务流程的设计 • 硬件维护 / 升级成本
• 用户培训及重组 • 基础设施升级成本
• 结构性变革的实施及推动

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We will conduct normalized NPV analysis for 5 – 10 years on each key cost component to
ensure fair comparison among the vendors
Sanitized client example
II.C.3 Client Investment analysis – sample analysis
绝密
四家供应商的报价都通过标准化的方法进行了计算，并得到相应的排名
经标准化计算后的总体拥有成本 (1)
绝密
(百万人民币) (2)
相应评论
敏感度分析显示，供应商投标价格的相对排名和折现率的变化无关
368 • 软件许可证成本：
350
– 供应商 A提供了全行许可，
不同折现率下的投标价格净现值
业务的增长不会造成软件费
194
(百万人民币)
用的增加
(53%) 205
前期投入 (59%) 202 – 其他供应商的许可证根据用
600
户数量计算，在未来业务增评论
长情况下会造成成本的增加
121 129 以及不确定性
500
折现率=10% • 在不同折现率下，各方案报
(60%) 价的相对排名没有发生变化
• 咨询费用
174 99
持续性 (47%) 145
(76%) – 除了供应商A，其他供应商
400 368 • 敏感度，即净现值变化的价
(41%)
成本 81 没有附加咨询费用
(40%) 30 值曲线的斜率基本相同，表
(24%)
– 预计的咨询费用经过计算并
300
350 明折现率从1%到15%的变
Vendor A Vendor B Vendor C Vendor D 加入每家供应商的报价中
化对于各家供应商的评估不
200 会造成明显的差异或影响
202
注: (1) 总体拥有成本中不包括硬件成本
(2) 1美元 = 8.267人民币 • 在之后的分析中，我们暂时
来源: 供应商标书；科尔尼公司分析 A.T. Kearney 47/Minsheng CB Final Report 294
100 129 使用10%作为假定的贴现率
进行标准化的净现值分析
0
1% 2% 3% 4% 5% 6% 7% 8% 9% 10% 11% 12% 13% 14% 15%
来源：科尔尼公司分析 A.T. Kearney 47/Minsheng CB Final Report 303

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除了评价建议书以外，我们将会执行概念检验以取得对系统的第一手认知
II.C.4 Proof of Concept
概念检验的简要描述
• 银行准备测试脚本目标
• 供应商利用真实或模拟的客户数据建立系 • 取得对系统的真实感觉
统
• 现场检查建议书中提及的系
• 在评价小组面前当场测试脚本中要求的功统功能
能 • 测试功能的全面型、系统的
• 评价小组审视系统屏幕和流程以理解系统灵活性、准确性和可用性
工作方式 • 提供对细节的讨论机会以助
• 评价小组和供应商讨论特定问题于提高对系统的理解 ( 功能
• 每个供应商需耗时 2-10 天不等，取决于系和技术 )
统的复杂程度

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We will develop comprehensive test script for POC to ensure key functions and BOC unique Process
requirements are addressed and tested on the spot
Sanitized client example

II.C.4 Proof of Concept －选取的样本测试脚本
第 4 天—貿易金融第 4 天—貿易金融
Day 4 - Trade Finance Day 4 - Trade Finance
進口信用證（LC）進口信用證（LC）
Import LC Import LC
1 進口 LC 發行 1 Score
進口 (1-5)
LC 發行 Comments Score (1-5) Comments
Import LC Issuance Import LC Issuance
遠期信用證遠期信用證
Seller Usance L/C Seller Usance L/C
系統中已有客戶額度
系統中已有客戶額度
Have customer limits
Have customer limits
already in system
already in system
.1 金額美元 100,000 USD 100,000
.1 金額美元 100,000 USD 100,000
Amount
.2 起息日 1月8日 Jan 8 Amount
Value Date .2 起息日 1月8日 Jan 8
第 4 天—貿易金融
.3 有效期限 7月8日 July 8 Value Date
Day 4 - Trade Finance
Expiry Date 進口信用證（LC） .3 有效期限 7月8日 July 8
.4 發行時收取匯費新臺幣 1000 元
Import LC NTD 1000 Expiry Date
例
Cable fee taken at issue 1 進口 LC 發行 .4 發行時收取匯費新臺幣 1000 元 NTD 1000
Score (1-5) Comments
示
.5 發行時收取服務費 .2%的第一季度信用證金額 Import LC of LC amt for 1st qtr plus
.2%Issuance Cable fee taken at issue
客户
Service charge taken at .1%的第二季度信用證金額遠期信用證 nd
.1% of LC amt for 2 qtr .5 發行時收取服務費 .2%的第一季度信用證金額 .2% of LC amt for 1st qtr plus
issue Seller Usance L/C Service charge taken at
.1%的第二季度信用證金額 .1% of LC amt for 2nd qtr
.6 盈餘 10% 系統中已有客戶額度 10% issue
Margin (保留在大眾銀行帳戶，而非 Have customer limits
(Held in TCB account, not customer .6 盈餘 10% 10%
already inaccount)
system
客戶帳戶)
.1 金額美元 100,000 Margin USD 100,000 (保留在大眾銀行帳戶，而非 (Held in TCB account, not customer
.7 信用證發行費 (匯費和申請人帳戶 AmountApplicant account 客戶帳戶) account)
服務費) 從以下帳戶支付 .2 起息日 1月8日 .7 信用證發行費 Jan 8 (匯費和申請人帳戶 Applicant account
L/C issuing fee (Cable Value Date 服務費) 從以下帳戶支付
fee and service .3 有效期限 7月8日 July 8
L/C issuing fee (Cable
charge)paid from Expiry Date fee and service
.4 發行時收取匯費新臺幣 1000 元 NTD 1000
charge)paid from
.8 通知行花旗銀行，香港 Citi
Cable fee Bank,
taken HK
at issue
Advising Bank .5 發行時收取服務費 .2%的第一季度信用證金額 .2% of LC amt for 1st qtr plus
.8 通知行 .1% of LC amt for 2花旗銀行，香港
nd
qtr Citi Bank, HK
.9 議付行花旗銀行，香港 Citi Bank,
Service charge HKat
taken .1%的第二季度信用證金額
Negotiation Bank issue Advising Bank
.10 期限見證後 90 天 .6 盈餘 90 days after sight 10% .9 議付行 10% 花旗銀行，香港 Citi Bank, HK
Margin (保留在大眾銀行帳戶，而非 (Held
Negotiation in TCB account, not customer
Bank
客戶帳戶) .10 account) 90 days after sight
期限見證後 90 天
.7 信用證發行費 (匯費和申請人帳戶 Applicant account
服務費) 從以下帳戶支付
L/C issuing fee (Cable
fee and service
charge)paid from
.8 通知行花旗銀行，香港 Citi Bank, HK

Advising Bank
.9 議付行花旗銀行，香港 Citi Bank, HK
Negotiation Bank
.10 期限見證後 90 天 90 days after sight

19 1083 _Macros
Since the gap analysis used for selection is quite different to normal gap analysis that vendors are
used to, we will assist BOC carefully manage the process to obtain the planned results
For Discussion
II.C.5 Gap analysis – Key considerations
Key Considerations
Current Situation
• Normal gap analysis is to define • Define and apply the selection criteria/principles to
implementation scope and cost the ensure sufficient data is collected since normally
efforts in details vendors will just submit a detail proposal with
pricing and schedule after gap analysis
• However, for system selection purpose,
vendors are unlikely to conduct a full • Ensure gap analysis is against future vision, not
gap analysis which usually take 2 – 3 current situation
months to finish • Keep the vendors honest – vendors will try to
• Instead, they will probably use this to maximize fit and minimize gaps
clarify detailed BOC’s business and IT • Define prioritization criteria for gaps identified – not
requirements and emphasize product all gaps need to be closed via customizations. BOC
“fit” rather than “gap” needs to decide whether to customize the solution or
to change its own processes

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19 1083 _Macros
Process
 业务模块
 科技模块
 Implementation Plan

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19 1083 _Macros
Process
III. 业务和技术小组共同制定实施计划，共需时 3 周
25 26 27
主要工作步骤
A A.1. 评估组织准
备情况
变制
革定
划管全
理面
计的
A.2. 设计高
层次实施计划
B B.1. 设计流程集中化业务 / 组织实

施计划
B.2. 设计 IT 实施计划
制
定
划实
施
计
B.3. 确认潜在风险及防范方法
B.4. 设计高层次沟通计划
C
C.1. 确认试点城市
C.2 将实施计划导入试
制
定
划试
点
计
点方案
C.3 设计试点监控方案
主要事件实施计划报告会
初步确认试点
（确定实施计划及
城市
试点方案）

19 1083 _Macros
Effective implementation planning phase not only provide comprehensive implementation

time table and pilot plan, but also develop risk mitigation and communication plan which
help minimize implementation risk
Workstream III — Develop Implementation Plan (3 Weeks)

III.A. Create Overall Change III.B. Develop Implementation
Key Steps III.C. Develop Pilot Plan
Management Plan Plan
Key Objectives • Set direction for implementation • Formalize implementation plan • Identify pilot city and develop
planning pilot plan
• Proactive manage organizational
change to maximize
implementation benefit
Key Tasks • Assess organization readiness • Develop detailed business process • Determine best location to test
• Define key drivers of centralization plan run the pilot and subsequent
implementation plan • Plan initial technical work plans & roll-out
• Develop risk assessment interfaces with technology provider’s • Incorporate implementation
framework implementation team plan into pilot city, with
• Identify potential risk and high level potential customization
risk mitigation plan requirement
• Incorporate risk assessment into • Establish monitoring
implementation plan framework
• Develop communication plan to
mitigate implementation risk
Key Deliverables • Direction for implementation • Detailed implementation plan: • Pilot location selection
planning – Business centralization plan • Pilot plan
• Risk assessment framework – Initial technical work plans & Interface
– High-level communication plan
– Risk profile and high-level risk
mitigation plan

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19 1083 _Macros
Direction setting of implementation planning should consider product, process and geographic Process
factors 在计划部署中，中国银行应综合考虑产品、程流和地域等多方面因素
示例
III.A. Create Overall Change Management Plan
键关考虑因素典型部署模式
程流流程的什么部分，
需要按何种顺序涉由于这一方式的高
及？一次过  风险，一般不考虑
实施
典型的全面按产品分步推广
产品实施方案
什么产品，需要
以何种顺序被涉按地域分步推广
地域扩展及？阶段式
地域推广应以什么样的
程按
流分步推广
速度和进度进行？
结合上述角度综
合考虑

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Process
科尔尼公司将随后制定完整的实施计划，涵盖业务、技术、沟通及风险评估等方面
客户交付示例
III.B. Develop Implementation Plan

实施时间表和方法风险评估
周可能性
活动责任缓解风险
1 2 3 4 5 6 7 假定风险描述
1 2 3 举措
召开预备会议
建立项目管理办公室团队
同技术供应商一同合作以确定技术实施时间表团队人员
确定内部责任人，以支持项目团队
地方办公室
评估过渡风险反对变革
通过风险分析确定试运行的地区团队
对每个地区进行有关过渡 / 实施的风险评估团队
程流
制定变革管理计划
制定沟通计划
制定沟通计划 ( 如时间选择，听众和发话人等 ) 团队
通过管理层向内部传递新的方针和程序团队
制定大范围的沟通计划，以利于在全行范围得到支团队
技术
持，尤其是当公司面临组织机构调整时
制定针对消费者和客户的外部沟通计划团队
测试和试运行技术解决方案
分析业务需求，理解服务差距团队
估计收益和投资，确定成功的衡量标准团队财务
决定收入的价值定位，成本和投资回报率团队
对业务需求进行优先排序，评估风险和投资回报率团队
对客户关系管理 (CRM) 能力和资源进行优先级排团队
序团队
确保技术投资支持 CRM 业务需求
跟踪监控计划的实施
•识别关键实施风险团队 3 高
•追踪实施的绩效指标以确保项目成功团队 1 低
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试点城市的选择将考虑实施容易
度
程、代表性等因素；实施计划结合试点分行进行定制化后将成为 Process
试点方案的要素
III.C. Develop Pilot Plan

Location Level Ease Of Implementation Scalability Of Transition

Potential Level of Process /
Constraints Infrastructure Infrastructure
Disruption of support from similarity to
Location involved with similarity to similarity to
services/ key key other
transitioning end state model other branches
customers stakeholders branches
Detailed Transition Plan For Pilot
Shanghai
Activity Responsible Timing
Beijing
Establish local implementation team Team
Hangzhou
Map any exceptions to current processes Team
Guangzhou
Develop local internal communication plan Team
Shenzhen
Identify and technology incompatibilities Vendor
Xiamen
Detailed process and branch specific Team
Hong Kong requirements confirmed
New York Customization of technology tool Vendor
London Agree on timing of implementation Team
Test of technology & processes Team
Review of progress Team

Prioritized Locations for Pilot
High
Pilot Wave
HK
1
Scalability of
Transition
BJ 2
Phase II SH
2 BJ 1
SH XM
3 1
SH XM
1 2 Phase I
Low
Low High
Relative Ease of Implementation
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Process
第二阶段：实施和转型
Implementation and Transformation

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在实施中，要注意协调系统实施和变革管理 , and ATK will play the overall PMO role to ensure the Process
successful project delivery 选定的供应商
银行
变革管理 / 转型顾示意
Implementation Steps and Role for each party 问
B: 配置
IT A: 差距分析 D: 推广
C: 试运行
B: Alignment with IT
Business A: Detailed business design implementation D: Business Rollout
C: Business pilot
整体项目管理办公室
指导向目标运营模式转型的用户工
师
程
变革管理 ( 如变革的优先度、沟通、人力资源的变革管理等 )
中行银行
培训培训员培训用户
项目小组
项目程流回顾调解
启动实施后
差距分析基础软件配置支行试运行按区域需求配置支持
接口开发数据转移开发区域接口
硬件采购硬件安装和测试分行设备展示

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假定整个实施计划历时 15 个月，科尔尼将协助中国银行管理实施过程以实现业务转型的目标 Process
月份 ( 第一个月为系统实施开始 )
工作安排 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Program Management Office

(PMO)
• PMO Setup
• Operationalization of PMO
• Transformation of PMO
Business transformation supported

by “owner’s engineer
• Customization prioritization
• Scope of Change definition
• Detailed business design
• Business pilot
• Preparation for centralization
• Centralization of processes and
resources
• Alignment with IT transformation
Change management
• Quality assurance mechanism
setup
• Solution ingeneration with bank
infrastructure
• Active Communications
• Training program designed and
rollout
• Resource redeployment planning
and communication
• Resource redeployment rollout
• Performance Measurement
mechanism in place
Centralization
Initial Pilot Roll-out
主要事件 Starts

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Assuming the whole implementation takes 15 months, ATK will support BOC manage the Process
implementation process to achieve business transformation targets
分析步骤主要里程碑事件示例
Illustrative Implementation Plan
Months (Month 1 is system implementation commencement)
主要工作步骤 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
PMO setup
PMO
Operationalization of PMO
Transition of PMO
Customization prioritization
Business Scope of Change definition

transformat
ion Detailed business design
supported Preparation for
by “owner’s Business pilot centralization
Centralization of processes and resources
engineer
Alignment with IT transformation
Quality assurance
mechanism setup Solution ingeneration with bank infrastructure
Change
managemen Training program designed
Active Communications
t and rollout
Resource redeployment
planning and Resource redeployment rollout
communication
Performance Measurement mechanism in place
主要事件
Centralization General
Initial pilot
commenced roll-out 107
A.T. Kearney / Bank of China
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Process
我们根据未来的运营模型，采用了一套“用户工程师”的方案 , 来确定系统的方向性要
求 , 并在差距分析中明确未来的变化
“ 用户工
师”
程方案
评估供选的
未来模式解
细化目标业决方案
银行运营务运营模型计划、实施
模式设计和投资
提出业务模型
Future State
的理论依据
Scenarios/ Proof of
Concept/
Prototyping
建议项目参与者：方案概览：
• 系统改造小组成员 • 充分利用可能合作伙伴的经验，细化
• 主要业务领域、职能部门和部分分支高层次的、经过充分验证的未来运营
机构主管模型
• IT 规划部门 • 充足的业务理论实践依据，其中包括
讨论会、原型开发和实地访问
• IT 系统供应商：
– 系统产品供应商 • 方案实施评估和确认
– 实施伙伴
– 其它相关 IT 服务合作伙伴

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Process
项目管理办公室的运作启动将推动系统改造项目的实施
项目管理办公室结构
中国银行
贸易融资系统改造项目
管理办公室
A. 全行范围变革管理 D. 沟通管理
“随着系统改造的生效，对中行组织及企 “ 关于银行系统转型带来的业务转变及内
业一致的协调与管理” 部及外部改进的
综合全面交流”
B. 工作计划的管理与汇报 E. 进度跟踪及汇报
“ 行动及项目工作计划的协调与一致， “ 对表现指标准确的跟踪与监督，以评
以管理整个转型的附属因素与进程” 估行动对业务的影响”
C. 风险管理指导委员会管理
F.
“ 业务转变的风险效应评估以及风险管 “ 对指导委员会定期会议的支持与准备
理策略以最小化业务上的中断与失误” ，以实现有效的管理参与”
通过对
程流及工具的全面应用 , 保
确
将项目管理活动的有效性

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Process
我们将帮助中行建立一个负责银行系统改造项目的全行项目管理办公室
银行系统改造项目的建立示例
指导委员会
( 治理 )
心核管理小组
( 管理 ) 项目总监项目办公室
系统 ( 领导 ) ( 支持 )
改造项目
项目管理
( 实施 )
A B C D X
举措
( 根据模块公司国际
运营财务 …… 科技
业务业务
及业务领域 )
项目 B.1 确定业务 D.1 定义通用 X.1 测试平台

要求总账评估

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项目管理办公室将全程跟踪并监督各个工作计划的进度
进度更新示例
解释
系统开发进度更新
示例 A. 本周亮点 / 成果
整合小组：结束周 • 完成的主要任务
整合小组领导：总体状况 : 红色 /A 琥珀色 / 绿色 • 达到的主要里程碑
A. 本周亮点 / 成果 • 快赢
B. 相对于里程碑进度的总体状况
• % 完成度
B. 相对于里
程
碑进度的总体状况 • 目标完成日期
行动 / 原始目标完成日改进后目标完成日
协同效应目标
达到的协
• 协同效应目标 ( 可应用的里程碑 )
碑
程
里期期
% 完成度总体状况
收入改善
成本节
约
同效应
评价
• 总体状况 ( 加速 , 在轨道上 , 延迟 )
C. 需特别提出并加以澄清的问题
绿色
• 较小的路障，需要跨功能的协作
C. 需特别提出并加以澄清的问题 • 将在整合小组的层面进行处理
问题类别问题所需的解决步骤 / 决定既定日期决议期限责任琥珀色
红色 • 有主要影响但不会导致工程严重推迟的问题
将在指导委员会会议上加以讨论并解决
琥珀色
绿色 •
红色
认确的风险
整合项目进程的主要阻碍
D.
•
风险类别风险所需的解决步骤 / 决定既定日期决议期限责任
• 对整合有深远影响，需要指导委员会的支持 / 决议
红色
琥珀色
绿色
• 需立即得到注意，对其进行讨论并最终解决
认
D.确的风险
E. 指
挥中
心指
/ 导委员会需要做出的主要决定 • 会影响到其他整合小组行动的问题
E.挥
指中
心指/ 导委员会需要做出的主要决定
• 无法在小组获得解决的事情，需要指挥中心 / 指导委
员会的讨论与决定
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Process
项目管理办公室还应主动跟踪项目工作计划，以保证延期和其他问题可以被及时发现并
对其采取应对措施
工作计划跟踪示例
ID Key Milestones Sub Team Day 1 Day 2 Day 3 % Complete Status Revised
(by Feb1) (by Mar 1) (by Apr1) (as of Mar 14) Comple tion Date
1 PLANNING
2
3 Branch closure candidate assessment LA 6-Dec 100% Completed
4
5 Notification to authorities and internal/external communication COMM 23-Dec 100% Completed
6
7 IT/Systems IT
8 User specification 17-Dec 100% Completed
9 System development 10-Jan 100% Completed
10 UAT 24-Jan 100% Completed
11
12 Logistics and Administration LA
13 Branch premise - Leased 27-Dec 100% Completed
14 Branch premise - Owned 27-Dec 100% Completed
15 Branch closure sequencing and timing 31-Dec 100% Completed
16 Capacity planning for branch consolidation (Cluster 1) LA/CR 24-Jan 100% Completed
17
18 Downside Risk Control/System & Method DRC
19 Identification of potential downside risks 22-Dec 100% Completed
20 Stock count 29-Dec 100% Completed
21 Password change 30-Dec 100% Completed
22 Custodian review 24-Dec 100% Completed
23 Computer weaknesses / Authority levels 5-Jan 70% -
24 Revised procedure manual S&M/DRC 15-Jan 100% Completed
25
26 Branch Inventories/Checklists
27 Customer/branch records LA 24-Dec 100% Completed
28 Computer equipment IT 27-Dec 100% Completed
29 Branch contracts LA/PFA 28-Jan 100% Completed
30 Branch listings and fixed assets PFA 13-Jan 100% Completed
31 Branch closure notification posters PFA 24-Jan 100% Completed
32

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具体的绩效指标（ KPI ）将得到应用，来帮助项目管理办公室和管理层监督整个项目进程 Process
项目管理办公室开始运作 – KPIs 示意
转型项目
键关绩效
指标
描述评估期限
 达到里程碑  项目里程碑每周一次，主要项目里程碑每月一次
 预算跟踪  针对项目预算每月一次
 每周跟踪项目预算
 资源使用情况  工程层面每周一次，项目层面跟踪及资源使用情况
每月一次
 沟通及利益方关系管理  每月一次，根据主要的利益方管理会议及沟通计划
里程碑
 项目状况  每次实施与全部工程的每周进展
 收益实现情况  转型中以及实施后每周跟踪主要的指标
 运营服务水平协议（ SLA ）成果  每周跟踪对运营服务等级协议的影响

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建议采用全面的层级的技术性工作流小组结构来实施系统改造项目
技术性工作
确流定 – IT 工作
流示意
职务 / 责任
• 对结果、交付件以及技术支持小组每日行动的总体责任
• 确保解决方案与合并日期视角保持一致
心核系统转型领导 • 审查 IT 的转变并确保业务可持续性（“不许走”的权力）
• 管理客户关系技术
• 引导项目内所有 IT 相关活动
Proj 领导架构 • 保持整个 IT 解决方案内多个架构层面的完整性

版本 A • 管理界面，技术，安全，数据及其他所需架构
Manager
经理
• 推动所有工程整体解决方案功能性要求的一致性于时效性
解决方案管 • 交接及影响整体解决方案 DR 选择的最终责任
理
• 在系统测试活动中与个别工程经理协调，以规划可伸缩性、整合度、用户接受度及回
归测试，负责测试的环境
测试
• 在业务中确立界面要求（实时 / 按批）以及确定解决方案的架构。确定并通告多个选
界面择的优先度
Proj
工程 A
Manager
经理灾害恢复 • 负责转换及最终状态灾害恢复计划
• 确定选项及其对业务的影响
• 负责各组成部分间跨工程技术性实施的整合计划
X 项目整合 • 确定并审查对变化产生的影响是否已经在实施前到位
测试、界面、 IT 项目资源 • 端对端测试，界面， IT 交付项目

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Process
为确保形成的解决方案与目标运营模型保持一致，我们将同项目组共同参与解决方案的
具体设计及系统的最终测试工作
启动解决方案的评估、审
核与测试
设计与构建计划 (1) 评审及测试计划
1. 银行系统项目管理办公室同项目
要业
求务
的与
确技
定术
性小组间周期性的交
流，以不断强
调目标运营模型及其核心理念
系具
统体
设化
计的
与项目小组的重复性 2. 对重要 / 问题部分经常的审议 /

及持续性过
程评审会议，实施 “深度行动”以
确保形成的解决方案同目标的一
致性
系
统
构
建
3. 跨组会议将在那些需要进行合作
协调的业务领域和功能部门展开
系
统
测
试
，保证解决方案一致有效
注 (1) 设计与构建包括系统的业务和技术方面 A.T. Kearney / Bank of China 115

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Process
例如，形成的业务与技术解决方案可以根据具体的“以客户中心” 的原则进行评估与
审核
对形成的解决方案的评审及测试– 客户中
原则
心
可靠性 :
反应度 : 按承诺实施并满足预理解我们的客户 :
预先主动得对客户需求期确认并评估我们的客
做出反应并持续超越其户及其需要
预期
安全 : 一致性 :
确保所有客户信息的客户与我们交流任何时
完整候都要保持一致性
提供解决方案 :
帮助我们的客户找到方便 :
他们需要并希望得到无论何时何种方式，方便
的解决方案客户与我们交流
流 :
交
做到交流是的准确度
与一致性

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转型项目组将针对主要问题和成功阻碍因素制定全面的变革管理计划
变革管理－转型项目的重要内容示例
项目计划、跟踪和管理
程流
总体质量控制和绩效衡量标准
项目跟踪项目进展和确定可能的阻碍
启动项目并制定高制定综合项目计评估项目计划，
办公室修改和调整 IPP 亲矿和管理责任因素，部署全面
层阶段性目标划（ IPP) 明
确风险因素
实现情况活动
主要阶段性目
依赖性风险管理渠道控制衡量标准报告变革管理
标实现日期
跟踪
程
进流展情确定可能的阻碍
项目小组制定项目计划工评估项目计划 ,
修改和调整 IPP 况，深入了解小因素，部署全面
程作
流明
确风险因素
组计划活动

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必须制定明确的沟通计划，以确保每个人都理解转型计划，并对变革的要求作出适当回
应
变革管理－计划的制定
利益相
关方的
高层计划详细计划
细分
• 谁是相关利益方？ • 在接下来的几个月里，你 • 要告诉每个听众群的主要

• 需要对不同的受众群提供计划何时与各类听众沟通信息分别是什么？
不同程度的细节吗？ ? • 每个听众群的最佳沟通载
• 有某些受众对于成功更有 • 每次沟通的目标是什么 ( 体是什么？
影响力吗？如通知、影响、争取支持 • 目前用于“向内通信”（
)? 例如反馈、问题和疑惑）
• 你打算按照什么顺序接触
不同的受众群？ • 你如何判断自己是否成功的流程是怎样的？
了? •...
• 不同的群体在知识和态度
方面有哪些差异？ • 你现在有哪些资源可以利
用?
•...
• 高级管理层的作用是什么
项目目标
? – 有效的培训、参与、指导和支
持
•...
– 成功衡量标准的建立
– 变革管理和穿插到所有交付件
中的沟通
– 潜在问题的预警
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科尔尼公司的经验表明，有效的变革管理将是系统转型实施的
键关成功因素 Process
系统推广和转型
导致失败的五个首要因素 * 频率 (%)
1. 无法得到员工的支持 37%
2. 中层管理问题 21%
心核业务
3. 文化障碍 21%
系统转型
4. 领导层缺乏决心和重心 11%
5. 沟通不力 10%
* 资料来源：科尔尼公司对 200 位公司总裁的调查
在项目办公室的领导下，
变革管理计划将有效解决以上问题

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Process
在系统推广和转型阶段，中国银行需要在全行范围内处理好关键的变革管理问题
系统推广和转型
举例
可能出现问题的领域主要问题和潜在障碍
• 分支行员工接受和适应新的工作方法（包括原则、流程和技术）
分支行的能力和意愿
• 能否达到银行治理模式变革的要求
• 由于转型引起的高级管理层角色和行为的调整－利用新的数据和
高级管理层
手段进行决策，以及改进的 KPI
• 如何以及在何处迅速地推广新的系统支持的新的业务流程？
新业务
程流的采用 • 在何处进行项目试点？如何进行 ? 需要哪些培训？
• 如何克服文化和传统的障碍，以便员工能够适应新的工作方式而
文化和行为规范不会因此造成负面影响？
• 采取措施，尽量减少对变革的负面情绪
科尔尼公司将与中国银行紧密合作，有效地
确定项目后期阶段需要的支持

19 1083 _Macros
目录
1. 费用汇总表
5. 其它费用
6. 扩展费用

19 1083 _Macros
我们建议由本地顾问人员组建团队，同时由一个全球顾问组给予支持
初步
提议的小组结构
指导委员会 • 提供领导与项目指导
科尔尼顾问组 • 中国银行 : 分管行领导、结算 • 解决问题以及困难
• John Meinhold (Trade Finance) 部总经理、公司业务部总经理 • 积极的参与
、金融机构部总经理、风险管 • 每月 / 定期更新信息
• David Hovenden (IT 转型 )
• 杨建华 ( 对公业务）理部总经理
• Bill Turner ( 对公业务 ) • 科尔尼 : John Egan
• Peter Monro ( 银行业务模式 )
• Kim Gutalia ( 对公业务 ) • 管理并领导项目工作
• Kevin Kwek ( 银行运营 ) 项目领导 • 配置资源
• Andrew Charles Mccartney （ 1 ） • 解决问题
• 中国银行项 • William Yin
( 贸易融资 ) 目经理 • Michael Guo • 沟通管理
• Zoe Corino （ 1 ） ( IT ) • 跟踪并汇报进度
• 计划并推动变革管理
• Advise on business content
• Provide technical support • 推动风险管理组的工作
业务组 • 日常执行
科技组
中国银行科尔尼 • 负责分析中国银行科尔尼
• 2-3 名小组成员 • 6 位咨询顾问 (2) 、访谈以 • 2-3 名小组成员 • 5 位咨询顾问 (2)
及完成报
告
注 : (1) 将有部分时间与项目组共同工作
(2) 项目人员将在项目确定时最终确定 A.T. Kearney / Bank of China 122
19 1083 _Macros
We will assemble a team with the IT strategy and financial institutions experience in Greater China
required for success
初步
A.T. Kearney Team Members– Potential Candidates
Required Capabilities
Consultant
Title Involvement Trade
Name Banking IT Strategy Greater China
Finance
Committee
Steering
Vice President – Unit Head of Greater

John Egan Steering Committee   
China for A.T. Kearney and EDS
John Meinhold Vice President Advisor   

David Hovenden Vice President Advisor    
Luke Yang Vice President Advisor   
Advisory Team
Bill Turner Vice President Advisor   

Peter Monro Advisor   
Kim Gutalia Principal Advisor   
Kevin Kwek Advisor  
Andrew Charles
Senior Consultant Advisor   
Mccartney
Zoe Corino Senior Consultant Advisor    

19 1083 _Macros
We will assemble a team with the IT strategy and financial institutions experience in Greater China
required for success (cont’d)
初步
A.T. Kearney Team Members– Potential Candidates (cont’d)
Required Capabilities
Consultant
Title Involvement Trade
Name Banking IT Strategy Greater China
Finance
William Yin Principal Part Time    
Team
PM
Michael Guo Manager Full Time    

Sherrie He Manager Full Time   
Trade Finance Operational
Transformation Team
Joyce Peng Associate Full Time   

Arnold Sun Associate Full Time   
Full Time
Anne Wang Associate    
Full Time
Juliana Chu Senior Business Analyst  
TBD Senior Consultant Part Time   

Boon Teck Kuah Manager Part Time    
Tina Chen Associate Full Time   
IT Team
Freddie Chung Associate Full Time   

Bob Zhai Associate Full Time   
Alex Zhong Business Analyst Full Time   

19 1083 _Macros
Detailed Team Structure and Associated Roles & Responsibilities
初步
A.T. Kearney Project Management – Potential Candidates
Potential
Role Title Responsibilities
Consultant
 Monitor the project progress
Project  Advise on the project issues and risks

William Yin Principal
Leadership*  Advise on the change management
 Advise on the risk management
 Manage the day-to-day project activities
 Allocate resources as appropriate
 Resolve and escalate issues as they occur
Project Manager Michael Guo Manager  Manage project communications
 Monitor and communicate project progress
 Plan and implement change management
 Plan and implement risk management
* Part time resources

19 1083 _Macros
Detailed Team Structure and Associated Roles & Responsibilities (cont’d)

初步
A.T. Kearney Business Team (Trade Finance Operational Transformation) –
Potential Candidates
Potential
Consultant
Managing overall Business Team activities and monitoring progress:
Phase 1 ： Business Planning
 Vision definition
 Target operating model design
 Organization structure and KPI design
 Core business process design
 Coordination with the IT team on the implementation plan and change
Lead Sherrie He Manager
management plan
Phase 2: Implementation and Transformation

 Detailed business design
 BU pilot
 BU roll-out
 Coordination with the IT team
 Conduct interview and assessment, and define vision
 Design organization structure
 Design roles and responsibilities
 Design KPI
Trade Finance
Joyce Peng Associate  Facilitate the change management plan finalization
Operations Analyst
 Design detailed business processes
 Pilot selection criteria and pilot support
 Roll-out BU support
 Conduct international bank practice benchmarking
 Assess the current operating model
Trade Finance  Conduct gap analysis
Arnold Sun Associate
Operations Analyst  Design target operating model

19 1083 _Macros

初步
A.T. Kearney Business Team (Trade Finance Operational Transformation) –
Potential Candidates (cont’d)
Potential
Consultant
 Understand and analyze current trade finance products or processes (e.g., LC,
bank guarantees, trade bills discounting, etc.)
 Research for the best practice and conduct gap analysis
Trade Finance
Anne Wang Associate  Design new core banking processes
Operations Analyst  Facilitate the implementation plan finalization

 Conduct relevant research
 Design business processes
 Facilitate the change management plan finalization
Trade Finance
Juliana Chu Senior Business Analyst  Facilitate the implementation plan finalization
Operations Analyst
 Pilot selection criteria and pilot support
Provide SME advice and support on a need basis, including:
Trade Finance  Workshop facilitation
Operations Expert* TBD Senior Consultant  Design reviews
 Training
 Senior management communications

19 1083 _Macros
初步
A.T. Kearney IT Team (IT Transformation) – Potential Candidates
Potential
Consultant
Managing overall IT Team activities and monitoring progress:
Phase 1 ： IT Planning and Vendor Selection
 Current IT assessment and global software vendor analysis
 Target trade finance technical architecture design
 Detailed business and IT requirements
 Facilitation of RFP preparation, vendor evaluation and selection
 Coordinate with the Business Team on the implementation plan and change
Lead Tina Chen Associate management plan

 Gap analysis
 Configuration
 Pilot
 Roll out
 Coordination with the Business team
 Assessment of the current IT architecture and legacy systems
 Design data flow chart and identify the dependencies between legacy systems
 Design target trade finance technical architecture
 Define business requirements
Senior Business/IT
Bob Zhai Associate  Facilitate the RFI, RFP and POC preparation and vendor selection process
Requirements Analyst
 Detailed gap analysis and configuration support
 Pilot support
 Roll out support

19 1083 _Macros
初步
A.T. Kearney IT Team (IT Transformation) – Potential Candidates (cont’d)
Potential
Consultant
 Conduct research and interview on the differentiating factors of different
global software vendors and identify new trends
 Research for the international banking system operation practice
 Understand and analyze key trade finance products
Business/IT  Define business requirements
Requirements Analyst Alex Zhong Business Analyst  Facilitate the RFI, RFP and POC preparation and vendor selection process

 Detailed gap analysis and configuration support
 Pilot support
 Roll out support
Manage the vendor acquisition process, including
 RFI preparation and evaluation criteria
Vendor Acquisition
Freddie Chung Associate  Vendor screening
Manager  POC coordination and gap analysis
 Vendor communication
Provide SME advice and support on a need basis, including:
Trade Finance  Workshop facilitation
Technical Architecture Boon Teck Kuah Manager  Best practice sharing
Specialist*  Technical architecture reviews
 Senior management communications

19 1083 _Macros
初步
A.T. Kearney Advisory Group – Potential Candidates
Potential
Consultant
 Provide leadership and direction
Vice President – Unit Head of  Resolve issues and roadblocks
Steering Committee
John Egan Greater China for A.T. Kearney
Member*  Active involvement
and EDS
 Regular updates
Project Advisor* John Meinhold Vice President  Advise on business content
 Advise on business content
Project Advisor* David Hovenden Vice President
 Advise on technical aspects
Project Advisor* Luke Yang Vice President  Advise on business content
Project Advisor* Bill Turner Vice President  Advise on business content
Project Advisor* Peter Monro  Advise on business content
Project Advisor* Kim Gutalia Principal  Advise on business content
Project Advisor* Kevin Kwek  Advise on business content
Andrew Charles
Project Advisor* Senior Consultant  Advise on business content
Mccartney
Project Advisor* Zoe Corino Senior Consultant  Provide technical support

19 1083 _Macros
目录
1. 费用汇总表
5. 其它费用
6. 扩展费用

19 1083 _Macros
High Level Time Tables for the A. T. Kearney Main Team
初步
Indicative time commitment of the A.T. Kearney Main Team
Month 1 Month 2 Month 3 TOTAL

Role Potential Consultant Involvement
Man-days Man-days Man-days Man-days
 William Yin Part time
Project Management
 Michael Guo Full time
Trade Finance Operational  Sherrie He Full time

Transformation Stream Lead
 Joyce Peng Full time
Trade Finance Operational  Arnold Sun Full time

Transformation Stream Team
Members  Juliana Chu Full time
 TBD Part time
(Trade Finance operations expert)
Full time
IT Transformation Stream Lead  Tina Chen
Full time
 Bob Zhai
Full time
 Alex Zhong
IT Transformation Stream
Team Members  Freddie Chung
(vendor acquisition manager) Full time
 Boon Teck Kuah

(Trade Finance Technical Part time
Architecture Specialist)

19 1083 _Macros
目录
1. 费用汇总表
5. 其它费用
6. 扩展费用

Alex
AlexZhong:
Zhong:
Update
19 1083 _Macros
Update
杨建华
副总裁 — 金融机构部，大中华区
工作经验概要

• 杨先生具有超过 20 年的行业经验，其中包括 15 年的金融行业咨询经验。从 90 年代开始，杨先生便参与创
建科尔尼公司全球金融机构部。在欧洲和美国工作 12 年后，杨先生回到中国，目前是大中华区金融机构部
的领导人之一。杨先生专长于如何面对不断进步和成熟的行业增加股东价值。加入咨询业之前，杨先生是
Chase Manhattan Bank （现 JPMorgan/Chase) 的高级信贷官员，负责全国的风险管理、信贷审核和信贷改
组，是该行全球风险管理委员会成员
 专长领域
• 信贷管理
• 公司治理与流程改造
• 新产品开发
• 战略性成本削减
 相
关咨询经验
• 曾任 Chase Manhattan Bank （现 JPMorgan/Chase 银行）高级信贷官员，负责全国的风险管理、信贷审核和
信贷改组，是该行全球风险管理委员会成员
• 曾为多家银行、信用卡发行机构进行公司治理、业务部门重组
• 曾协助多家领先的银行进行市场拓展、新产品开发和兼并收购
• 曾为多家领先的金融机构进行沿着价值链的业务转型，包括流程改造、并购后重组及全面的成本缩减等
• 曾为多家领先保险公司（包括寿险、财险、再保险）进行公司总部重新设计、核心流程改进（理赔、承
保）、新产品开发、代理 / 渠道改进和电子商务分销战略
 以往工作经历
• Chase Manhattan Bank ，高级信贷官员
• 麦肯锡公司，金融机构部
 教育背景
• 工商管理硕士，哈佛大学
• 经济学与音乐史学双学士（最高荣誉学士），哥伦比亚大学
Alex
AlexZhong:
Zhong:
Update
19 1083 _Macros
Update
William D. Turner
副总裁兼北亚与大中国区金融机构咨询部负责人
经验概述

• 零售、商业与投资银行；寿险、财产保险与意外险；证券交易
• 公司战略、控股公司战略、业务与产品战略
• 组织与公司治理结构，包括控股公司与业务重组、共享服务与问责体系
• 营销与分销渠道
• 运营有效性，包括战略性成本结构的改善和战略采购
• 在电信、广播、商业设备、啤酒和旅游业也有一定经验
 相
关咨询经验
• 为两家大型全球银行设计战略性合并的案例，为整合后的机构设计了组织方法与管理架构
• 为英国最大的银行之一明确核心竞争力和劣势，及其对保持该银行独立性的意义
• 为一家知名的美国地区性银行控股公司改善整体管理流程，包括明确控股公司与银行管理层的角色与职责
• 为另一家美国地区性银行控股公司设计一整套业务协调与共享服务的行动，以保证改善其营销与财务表现
• 为一家主要的美国清算银行重新定义核心业务，为每一业务重新制定了长期战略，重新确定了组织与管理
流程的导向，以适应变化了的市场形势和业务重点
• 为欧洲最大的银行之一设计了组织和管理变革项目，以应对变化的市场与竞争环境，涉及 3000 个分行的网
络
 以往工作经验
• 科尔尼：曾领导整个欧洲区的金融机构咨询业务，在纽约、伦敦、汉城与香港工作
• 普华永道：合伙人—负责金融服务行业的战略咨询，在纽约工作
• 麦肯锡：合伙人与管理团队成员；在纽约与伦敦工作；领导英国与中东地区的金融机构咨询业务
• 化学银行（现摩根大通）：企业银行、公司融资和战略规划，在纽约工作
 教育背景
• 经济学学士，美国布朗大学
• 工商管理硕士（ MBA ，金融专业），美国哥伦比亚大学
Alex
AlexZhong:
Zhong:
Update
19 1083 _Macros
Update
金美亚
董事经理 — 金融机构组 — 香港
工作经验概要

• 金美亚是科尔尼公司全球金融机构组的董事经理，坐镇于香港。她有超过八年的管理咨询经验，包括并购
后的重组，收购分析，组织与分行结构再设计，以及企业和零售银行业务发展战略。在加入科尔尼公司之
前，金美亚女士在美国纽约担任助友信托银行的公司内部财务长官
 主要专长
• 并购后的重组
• 收购分析
• 组织与分行结构再设计
• 企业银行和零售银行业务发展战略
• 市场进入战略
 咨询项目经验摘选
• 为一家领先的中国的银行制定其五年公司战略和实施规划
• 为一家香港银行的区域性收购提供并购后的重组，在比预期短的实施时间内取得了比预期更高的营业收入
及更好的成本协同效果
• 为一家亚洲地区最大的银行进行跨国性的（印度尼西亚，泰国和香港）并购后重组，包括该项目的管理，
协调及推动
• 为一家香港本地银行进行组织机构再设计并付诸实施
• 为一家香港本地银行设计其中小型企业战略并付诸实施
• 为多家银行依据其内部业务和能力评估以及行业最佳运营模式进行分行机构重组
• 为一家领先的亚洲地区性银行从事收购分析，评估各种外包 / 战略联盟的契机，包括其贸易金融业务
• 为一家货币中心银行的亚洲业务制定并实施信息技术优先选择及管理方法
• 为印度尼西亚国有银行的合并后整合进行评估，推荐了合并的组合方式并进行效果分析
• 为一家可能进入私人银行业务的公司对亚洲的四个市场进行细分分析，以评估该业务的市场吸引程度
• 为一家有亚洲业务的美国跨国银行制定其泛亚市场战略及实施规划
 金美亚女士的国际咨询顾问经验所涉猎的国家和地区包括：香港，新加坡，印度尼西亚，泰国，台湾，中
国，日本，澳大利亚，菲律宾和美国纽约

Alex
AlexZhong:
Zhong:
Update
19 1083 _Macros
Update
金美亚（续）
董事经理 — 金融机构组 — 香港
以往工作经历

• 百事可乐，纽约办公室 — 业务分析员
• 助友信托银行，纽约办公室 — 公司内部财务长官
 教育背景
• 工商管理硕士，哈佛商学院，波士顿，美国
• 文理双学士，宾夕法尼亚大学，费城，美国

Alex
AlexZhong:
Zhong:
Update
19 1083 _Macros
Update
殷伯昌
董事经理，大中华区技术方案部，香港办公室
 工作经历概要
• 殷先生是大中华区技术方案部的负责人及香港办公室董事经理。他从事管理咨询业近十年，在信息技术、
业务重组、电子商务和运营改进方面有丰富的经验，并与银行、汽车、软件和其它主要行业的大型国内外
企业多次合作
 专业领域
• 信息技术战略与规划 • 电子商务评估与战略
• 流程设计 / 运营改进 • 组织设计
• 项目管理 • 软件产业发展与规划
 相
关咨询经验－银行
• 领导为一家领先的股份制银行建设新的核心银行系统项目，包括定义目标运营模型，管理招标流程，并最
终选择新的核心银行系统及系统集成商。该举措是银行由传统的分支行架构向国际运作模式转型的重要组
成部分
• 在一家大型亚洲银行收购香港本地银行的购并案中协助银行高级管理层开展三家银行的整合，重点在整合
信贷管理业务和后台业务操作，以及协调信息技术战略与技术平台。为制定全面的整合战略提供项目管理
支持，以期达到购并目标和明显的收入 / 成本改善
• 为一家大型泰国商业银行进行信息技术整合战略咨询，制定了目标信息技术架构主计划，其中涉及八项涉
及全银行改革的技术措施，包括客户关系管理 (CRM) 、后台操作整合、关键业绩指标、信贷风险管理和
电子商务等。该项目中所涉及到银行应用架构部分被该行行长在本地财经管理杂志《经理人》上公开发表
• 为一家中国领先的大型银行制定全银行的信息技术升级项目，从而配合该银行为通过重组增强市场竞争力
的改革措施，建立高效的交易处理系统、信贷风险管理能力，和完善的产品 / 服务支持

Alex
AlexZhong:
Zhong:
Update
19 1083 _Macros
Update
殷伯昌
董事经理，大中华区技术解决方案，香港办公室
 相
关咨询经验－汽车 / 制造业
• 为一家全球最大的汽车制造商的亚洲管理层制定全国范围的电子商务战略及实施计划，通过利用集团的
B2C( 企业对个人 ) 能力，重点改善客户服务，强化了在中国、日本、台湾的分销渠道
• 为一家澳大利亚大型汽车制造商设计切实可行的电子商务实施计划，与高级信息技术管理层密切合作，从
而迎接建设网上购物渠道，强化全供应链的应用能力等方面的市场竞争
• 领导工作组为一家全球最大的汽车制造商的全球采购和物流部门设计千年问题的项目管理及企业测试战略
，以有效地减低计算机系统和电子设备等由于千年虫问题造成的风险和损失
• 领导科尔尼、 EDS 联合项目组为一家上海的合资汽车公司设计别克轿车“绿地”生产运作的操作和技术
蓝图，该蓝图中包括了该新建合资企业的销售、客户服务、原材料管理、生产规划、产品开发、财务人事
等职能等的业务流程和对技术平台的要求
• 领导一家台湾的大型摩托车和汽车制造商重新设计信息技术组织机构，使之与业务目标一致，配合整体业
务改革措施。通过评估现有生产制造的信息技术基础设施来决定恰当的系统升级方法和转型计划
• 为一家韩国的全球第二大钢铁制造企业 1,000 余名员工的信息技术部门进行重组，显著降低整体信息技术
支出，同时保持了业务所需具备的技术水平和灵活性。评估了各种信息服务外包的方案以及设立独立的技
术服务局的可能性
• 为松下电器在香港和中国南方的独家分销商评估六个独立的下属单位的核心流程和信息技术架构，制定新
的有效的跨职能业务流程及相应的技术架构，从而更好整合各业务单元并在集团层面上改善管理信息系统

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殷伯昌
 相
关咨询经验－信息技术 / 高科技
• 领导为一家国际领先的 IT 服务提供商的中国战略项目，分析中国 IT 服务业市场，制定服务于客户长期愿
景的若干高影响力的发展战略和举措，并为客户初步筛选了中国并购对象
• 领导科尔尼、 EDS 及客户联合小组为北京市政府科学技术委员会制定产业发展及相应的发展举措，以使
该市成为主要的国际软件产业中心之一。进行了软件产业发展趋势评估，研究了主要国际软件集簇，并创
建宏观经济模型来论证产业发展目标。为北京软件产业制定了两步走的发展战略，旨在首先建立坚实的产
业基础，进而向价值链的高端发展
• 领导科尔尼、 EDS 及客户联合小组为大连政府科学技术委员会制定软件产业国际化发展的战略规划。利
用集簇理念和分析框架评估大连软件产业相对国内外竞争城市的相对竞争定位，并根据确定的战略方向明
确了发展的具体措施、问题和关键成功因素
• 领导项目小组为一家进行东南亚餐饮服务业的 B2B( 企业对企业 ) 网络公司设计实际可行的发展计划来改
变业绩不良为可持续发展的业务模式，项目中通过确认业务走向，探讨潜在价值定位来调整业务战略及改
变定位、对核心产品、供应商、及客户群进行研究，制定可行的计划来达到快速提高交易量的目的
• 协调一家香港的博采娱乐机构高层领导人根据一套新的技术能力和跨部门流程设计信息技术部门的新结构
。通过进行一系列研讨会明确业务中的问题，对改进机会集思广议，并设计了新的信息技术管理和主要的
应用流程，同时协助建立了一个项目管理办公室来实施新的组织结构
 以往工作经验
• EDS 集团，香港，管理咨询
• EDS 集团，香港 / 英国，系统集成

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殷伯昌
 教育背景
• 理学硕士，信息技术，伦敦大学
• 理学学士，物理学，伦敦国王学院
 语言能力
• 流利的英语与广东话

Alex
AlexZhong:
Zhong:
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郭晓涛
经理 — 香港
主要经历

• 在金融服务行业、电信及 IT 行业有 10 年以上的管理咨询经验，尤其在业务战略设计、组织架构设计及转
型、市场进入战略、银行运营管理、 IT 战略规划与协调，大型综合项目管理，及 IT 系统管理方面有广泛
的经验
 相
关管理咨询经验
金融服务业
• 为中国一间主要银行规划核心系统再造转型项目
― 带领项目组设计了银行未来的运营模式，并规划了科技驱动的转型项目
― 设计了未来银行核心系统的架构，定义了相关的功能，并分析了可能的投资策略
― 进行了核心系统解决方案的选型及比较，并帮助银行进行了供应商的选择及最终谈判
• 为中国一间先进的银行实施组织架构改组设计及转型
― 负责管理全行范围的组织架构转型项目以提高组织运作的有效性
― 设计了新的运作模式及全行的组织架构，主要业务及管理流程，并对关键管理岗位定义了职责和责任
说明
― 设计了零售银行业务的新的业务模式及相应的支持系统，包括详细的实施计划
• 帮助中国一间主要上市银行实施全行范围的转型项目
― 负责管理了全行范围内的大型转型项目的实施工作，共管理由 8 间公司（包括管理顾问咨询公司及 IT
实施公司）设计实施的 11 个同时进行的项目，包括业务及 IT 项目
― 带领项目团队设计了银行业务架构、 IT 架构及数据架构
• 帮助中国一领先银行设计全面转型
― 推动银行在高速发展期间的全面转型，重点在客户信息及关系管理，信贷风险管理，人力资源管理，
及绩效考核管理方面
― 制定了具体的实施计划并推动各项举措的顺利实施

Alex
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郭晓涛（续）
经理 — 香港
相
关管理咨询经验（续）

金融服务业
• 为一中国主要上市银行明确并计划快速发展所需的业务能力
― 带领两个工作小组：客户关系管理和 IT 系统评估及项目计划
― 制定了客户关系管理的业务模型，管理模式及主要的业务流程
― 对客户的 IT 架构进行了整体的评估，制定了未来的 IT 架构并详细计划了必要的 IT 项目
• 为亚洲一主要银行设计了 IT 部门组织及监管模型的架构
― 找出了 IT ＆ T 组织及监管模型的主要问题并制定了相应的改进措施
― 设计了组织及监管模型的架构及具体流程以支持银行 IT ＆ T 战略的实施
• 为亚洲大型银行及电信运营商联盟制定集成的电子支付战略
― 制定了进入亚洲电子支付市场的战略
― 分析了亚太区政府、企业、个人间支付款项的流通情况，发掘出市场的潜在机会，并予以量化
― 工作重点在澳大利亚，新加坡，香港及中国
电信业
• 为马来西亚最大的电信运营商之一提供 3G 投标支持
― 设计了 3G 业务整体发展战略及业务模式，及客户从 2G 到 2.5G/3G 的转移计划
― 设计了作为独立的网络服务商，提供批发业务的具体产品及收费策略
― 带领团队帮助 2 间移动运营商成了合资公司共同提供 3G 业务，设计了未来的组织架构，所需人员及与
虚拟运营商（ MVNO ）的关系
― 规划了服务及应用的平台及 IT 系统，确定了需要的投资及潜在的外包计划，以有效地提供 3G 服务
• 为澳大利亚的一间电信服务商减低整体运营成本
― 带领 11 人的团队在电信网络平台方面实施了大型的成本减低项目
― 分析了电信网络平台的整体架构，明确了超过 340 个网络 IT 系统的未来发展方向，设计了合理化策略
及项目，在 3 年内减低年成本 35 ％（每年约 6 千 5 百万澳元）

Alex
AlexZhong:
Zhong:
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郭晓涛（续）
经理 — 香港
教育背景

• 工商管理硕士，新南威尔士大学及悉尼大学（澳大利亚）
• 工程学学士，信息和控制工程系，中国西安交通大学
 专业资质
• 澳大利亚管理学院会员
• 澳大利亚计算机协会会员
 语言
• 流利普通话及粤语

Alex
AlexZhong:
Zhong:
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19 1083 _Macros
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贺晓青
经理 — 上海
工作经验概要

• 七年在中国，美国和新加坡的金融机构的行业工作经验
 相
关经验
• 为一家领先的南非保险公司设计中国市场进入和扩张计划 , 以及详细的商业发展计划书
• 为一家领先的中国商业银行设计销售提升战略 , 包括销售人员激励机制 , 成本控制和结构调整计划
• 进行中国证券行业研究 , 充分分析并了解行业发展状况 , 行业竞争态势 , 法律法规 , 市场成功要素及发展
趋势
• 为一家领先的美国金融机构进行电子商务智能代理技术战略设计和模型开发
• 为一家领先的中国商业银行为客户设计和管理证券和现金投资组合
• 为一家领先的中国商业银行开发和管理客户个性化的金融产品并调整存款结构
• 为一家领先的中国商业银行重新设计贷款流程和客户重心
 以往工作经历
• 深圳发展银行 — 信贷部副经理 , 发展部副经理 , 计划部业务主任
• 中国建设银行 — 信贷员
• 韩国朝阳船务公司 ( 新加坡 ) 分公司 — 商业分析员
• 美国 PNC 银行 — 电子商务项目组成员
 教育
• 卡耐基 . 梅隆大学商业硕士 ( 电子商务 , 金融 , 战略 )
• 西南财经大学金融学士

19 1083 _Macros
目录
1. 费用汇总表
5. 其它费用
6. 扩展费用

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We have served different bank clients to improve their trade service business capabilities
Selected AT Kearney Trade Service/Trade Finance Engagements
Clients Nature Of Engagement

One of the  Developing a strategic plan to ensure the client bank to maintain market leadership and
largest banks in increase profitability
Indonesia  Conducted global best practice benchmarking and developed trade finance blueprint for the
client bank
 Identified and prioritized strategic initiatives and developed three-wave implementation plans
 Going through pilot stage and helping client to roll out first wave initiatives
 Conducting project & change management together with client back
Trade Finance  Developed and implemented a strategic plan for an overall trade finance business turnaround
Bank in Asia and expansion
 Identified opportunities to further penetrate small business and expand middle market segments
 Identified near-term actions to boost profitability such as improving trade finance utilization
A Major Taiwan  Reviewed trade service business processes and identified rooms for process improvement, as
Bank part of a call banking system project
 Sent RFI (Request for Information) to trade finance systems vendors on behalf of the client
bank and are reviewing and evaluating responses from different vendors

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We are recognized as a leader in helping clients successfully implement business
processing transformation/centralization
Selected AT Kearney Processing & Service Transformation/Centralization Engagements
Clients Nature Of Engagement
A Leading  Turned client’s banking Processing and Servicing into a key source of competitive advantage
of the FHC
Singaporean  Consolidated P&S staff, activities and resources into multiple processing “engines” to obtain
FHC scale economies in processing similar activities across business lines
 Transformed P&S activities through reengineering and straight-through-processing
A Leading  Assisted client bank to create a processing utility to achieve internal efficiency
Malaysian  Created corporate direction and defining the organization and policies accordingly
Bank
 Planned the migration of services and staff to the new organization
A Leading  Turned the client processing and servicing into a source of competitive advantage
Taiwan Bank  Defined P&S organization model and gain internal commitment
 Transferred staff and processes into P&S organization and plan reengineering
A Major Hong  Assisted client bank to improve sales and processing efficiency
Kong Bank  Improved process efficiency through centralization and other initiatives to release time for
selling in branch
 Developed effective branch performance management system

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19 1083 _Macros
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我们在银行 IT 战略设计、 IT 系统选型和 IT 转型实施方面经验丰富
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Selected Banking IT Transformation & Implementation Engagements
Clients Selected Banking Experiences

国内某上市银行  银行核心系统改造项目，定义了目标运营模式，并基于该模式设计新的核心业务系统
• 协助最佳国际核心业务解决方案的选择（运用信息征询和招标等方式）
东南亚某商业银  为客户加强并升级其 IT 技术能力，尤其是核心系统方面
行 • 采用了自上而下的方法，定义了银行的业务和 IT 要求之后，确定了银行的目标和业务模式
• 在明确重点关注的银行业务产品后，帮助该行围绕新的核心银行业务平台设计了 IT 模式
澳大利亚一家主  为客户设计合并整合中的电信与 IT 战略。制作了一个
综合的管治模型，以在包含大量外包
要银行行为的复杂的 IT 环境中，指导 IT 的管理
• 使用基于 IT 资产分类的创新途径确定不同的筹资方案，制定了一个全面的财务与融资方案
泰国一家银行  设计 IT 战略及评估银行核心系统，审阅了战略举措，以理解业务优先级别和 IT 方面具体
的要求和计划
 设计了支持业务要求的 IT 建构，实施了 IT 项目的优先级排序以设计主要 IT 路径图
一家印度主要私 • 核心银行业务系统更新项目，验证在挑选核心银行系统时的流程
人银行 • 核心银行系统方案项目管理，内容包括管理多家供应商，以及在个别分支机构的试行
欧洲一家私人银  协助客户海外金融中心成立的业务战略及运作，设计了以“品质出众、始终如一”的客户
行经历为中心的整体方案
• 设计了详细的运营模式和流程，并与技术设施整体考虑，包括了支持流程

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19 1083 _Macros
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有效的项目管理有助于项目进
程的规划、管理以及增进各相
关方的交
流和理解
Alex
AlexZhong:
Zhong:
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科尔尼银行业项目管理经验摘选
Clients Selected Banking Experiences
国内某银行  通过 “企业级规划管理” 机制为中国一家银行的大规模转型提供一体化和有序的项目管

理
 建立了一个正式的规划管理组织架构，以确保转型的成功实施
 采用全行性规划管理，通过确保有效完成转型措施来证明卓越的领导方式，并显示国际标
准的管理水平
 建立了规划管理机制，旨在当规划管理办公室步入正轨后移交给银行
美国一家主要银 • 建立 IT 项目管理办公室，以加快购并后银行的整合能力，并降低单位运营成本
行 • 与客户共同组建了项目管理办公室，提供整合计划和实施为 : 选择共同应用系统 (CAS),
将 7 个数据中心合并为一 , 将 260 个应用部门合并为 50 个
• 实施流程再造并建立一个可重复的流程以有效地整合新收购金融机构
澳大利亚一家提  协助建立新的前台业务平台，使其适用于所有渠道
供全面金融服务  采用了独创性的“可用性实验室”方案，回答了“银行集团应当如何向新平台过渡的问题
的银行
 方案围绕一个互动性、高度协作性计划阶段展开，相对较早地明确了最佳的软件解决方案
 该银行在很短时间内选择了一套银行业务平台，测试了其适合性，同时建立了主要股东对
该平台的信心
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Process
在中国，我们曾为多家金融机构提供过近四十个咨询项目服务，项目涵盖广泛的内容
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项目摘选
客户时间项目内容
中国民生银行 2001 年至今发展战略、业绩评估和考核、核心业务能力定义、 IT 战略、规划管理办公室、
组织架构重组及实施、核心业务系统
大众汽车金融 2 个月市场进入战略
深圳发展银行 2 个月发展战略评估、组织架构设计、关键业绩指标制定、风险管理
上海银行 3 个月信贷风险管理
中国银行（香港） 3 个月信用卡产品开发战略、区域扩张计划和营销计划制定
上海浦东发展银行 3 个月支持五年业务发展战略的 IT 战略和框架设计
长沙市商业银行 3 个月组织机构重组、业务流程设计和信贷风险管理
东亚银行 9 个月分销渠道战略、分行转型和重组
Sanlam 保险 2 个月中国保险市场分析及市场进入战略
花旗银行（台湾） 6周组织机构重组和人力资源体系改进
我们的
键关成功因素：丰富的国际经验及对中国银行业和本土文化的充分了解
19 1083 _Macros
目录
1. 费用汇总表
5. 其它费用
6. 扩展费用

19 1083 _Macros
目录
1. 费用汇总表
5. 其它费用
6. 扩展费用

19 1083 _Macros
目录
1. 费用汇总表
5. 其它费用
6. 扩展费用

19 1083 _Macros
目录
1. 费用汇总表
5. 其它费用
6. 扩展费用

19 1083 _Macros
目录
1. 费用汇总表
5. 其它费用
6. 扩展费用

19 1083 _Macros
目录
1. 费用汇总表
5. 其它费用
6. 扩展费用

19 1083 _Macros
目录
1. 费用汇总表
5. 其它费用
6. 扩展费用

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A.T. Kearney Inc 2005 年版权所有 ©

A.T. Kearney / Bank of China 1

A.T. Kearney / Bank of China 2

A.T. Kearney / Bank of China 3

A.T. Kearney / Bank of China 4

年）：咨询合同金额（美元）：项目级别（总行全球级、地区级、分行级）：高级专家 （项目经理 / 协调人、

A.T. Kearney / Bank of China 5

A.T. Kearney / Bank of China 7

A.T. Kearney / Bank of China 8

A.T. Kearney / Bank of China 9

战略发展 市场及客户机遇 组织及运营效能 技术提升 风险及资金管理

• 战略设定 • 市场 / 产品评估 • 兼并整合 • IT 战略、架构与执行 • 资本配置与基于风险

A.T. Kearney / Bank of China 12

…With North Asia (1) grows with a faster pace than

• North Asia is a growing area of opportunity

Trade Finance Challenges

Trade Finance Opportunities

A.T. Kearney / Bank of China 15

International Trade Payment Trends

0% 20% 40% 60% 80% 100%

New Developments Across The Entire TFS Value Chain

Importer/Exporter Recent TFS Developments

• A combined service of trade finance and cash management to optimize customer

• Value added consultancy services to enable customers to optimize trade processing,

TFS Market Development – Current Trends In Addressing Customer Needs

Electronic trade finance has emerged in stages—evolving from an operational enabler to

“Technology-Enabled Processing” “Automated Processing” “Paperless Processing”

Large banks begin building new systems

1980 1990 2000 Today

Trade Finance Online Alternatives

Company Offerings Description

Range Of Trade Finance Transaction Processing Operating Models

Centralized In-House In-Source Outsource Shared Utility

Case study in the

A.T. Kearney / Bank of China 21

Determining the right TF transaction model is dependent on a bank’s TF volume and

Group Service Centers The Centralized In – House Model

European businesses forum for best practice

Source: Literary research A.T. Kearney / Bank of China 23

Trade Service Processing Hub The In-source Model

bank operations Flexibilityfor the outsourcing bank to choose among a range

Source: Literary research A.T. Kearney / Bank of China 24

Outsource Agreement The Outsource Model

Source: Literary research A.T. Kearney / Bank of China 25

Development of Proponix The Shared Utility Model

A centralized TF transaction model can be governed in a variety of structures

Bank HQ Bank HQ Bank HQ Bank HQ

Trade Trade Trade Trade

An effective measurement system must be manageable, easy to implement, and more

Traditional Matrix Value Creation Matrix

Customer Satisfaction (X%) 2. ________________________________

• Applicable Operating Model: Centralized In Operations (X%)

• Processing cycle time 3._________________________________

Level of strategic drivers

Organization: Potential Models In Managing Risks

Key Drivers Strategic Choices Key Question

Governance Business Unit Corporate • Which internal entity should be

Operational • With centralization as a key theme, to

Level of IT-enabled Paperless • To what extent does BOC require

Performance Traditional • How should BOC measure and

Risk •Enterprise Risk • When will BOC require

A.T. Kearney / Bank of China 30

We understand that BOC will be undertaking a major bank-wide transformation of the

年）：咨询合同金额（美元）：项目级别（总行全球级、地区级、分行级）：高级专家（项目经理 / 协调人、

战略发展市场及客户机遇组织及运营效能技术提升风险及资金管理

业结处业 Account Closure — “As-Is ” • 贸易融资

模块项目交付物内容 (周) 评定验收的标准