ProjectProposalJan2005?2005byA.T.KearneyThisdocumentwaspreparedbyA.T.KearneyforusebyajointClientandA.T.Kearneyteamandmaynotbeusedforotherpurposes,ordisclosedtootherpartieswithoutthewrittenpermissionofA.T.KearneyEstablishWorld-ClassTradeFinanceModelandCapabilitiesToday’sAgendaA.T.KearneyOverviewOurPerspectiveonGlobalTrendofTradeFinanceOurUnderstandingofBOC’sTradeFinanceTransformationProgramA.T.Kearney’sProposedApproachandTeamStructuretoAssistBOCAppendixCaseStudiesTeamResumes科爾尼是一家全球領(lǐng)先的管理咨詢公司2003年收入為9億美元擁有約3000名管理顧問(wèn)，全球有65個(gè)辦事處領(lǐng)導(dǎo)力全方位的能力專業(yè)的全球金融機(jī)構(gòu)

咨詢服務(wù)外包/流程中心化運(yùn)營(yíng)改進(jìn)兼并整合客戶包括分布全世界領(lǐng)先的金融控股公司、銀行、保險(xiǎn)公司，以及證券公司全球行業(yè)相關(guān)網(wǎng)絡(luò)及資源亞洲最大的專設(shè)金融服務(wù)業(yè)咨詢部門(mén)組織重組/變革發(fā)展戰(zhàn)略信息科技某省市場(chǎng)知識(shí)與經(jīng)驗(yàn)致力于成功伙伴式的工作方法客戶遍及大陸、香港及臺(tái)灣的多個(gè)領(lǐng)域辦事處設(shè)于上海、香港、北京以及亞洲其他地區(qū)出眾的本土/地區(qū)性團(tuán)隊(duì)及資源配置注重實(shí)踐和可實(shí)施性較高的客戶回頭率為客戶帶來(lái)切實(shí)成果的口碑靈活并反應(yīng)迅速確保整個(gè)項(xiàng)目過(guò)程中知識(shí)的轉(zhuǎn)移以實(shí)現(xiàn)共同的成功為合作目標(biāo)科爾尼是世界上最大和最富有經(jīng)驗(yàn)的管理咨詢公司之一ReplacedChinesepage科爾尼在亞太區(qū)和大中華區(qū)實(shí)力出眾亞洲

整個(gè)地區(qū)擁有12個(gè)辦公地點(diǎn)超過(guò)400位使用多種語(yǔ)言并對(duì)當(dāng)?shù)厣钊肓私獾淖稍儗＜掖笾腥A區(qū)大中華區(qū)業(yè)務(wù)正式開(kāi)始于1992年業(yè)務(wù)快速成功地增長(zhǎng):目前擁有香港，上海，北京三家分支機(jī)構(gòu)在大中華區(qū)擁有超過(guò)70位熟練使用普通話的咨詢顧問(wèn)。廣泛的客戶基礎(chǔ)包括：跨國(guó)公司、領(lǐng)先的金融控股公司、政府機(jī)構(gòu)及國(guó)有企業(yè)項(xiàng)目涉及多個(gè)行業(yè)從公司戰(zhàn)略、業(yè)務(wù)戰(zhàn)略到運(yùn)營(yíng)管理的方面科爾尼在亞洲的辦公網(wǎng)絡(luò)北京漢城東京香港新德里墨爾本悉尼吉隆坡新加坡曼谷上海

雅加達(dá)ReplacedChinesepage市場(chǎng)進(jìn)入及投資戰(zhàn)略運(yùn)營(yíng)評(píng)估與改進(jìn)物流規(guī)劃業(yè)務(wù)流程重組組織效率兼并與收購(gòu)戰(zhàn)略/合資評(píng)估/建立伙伴關(guān)系金融控股公司建立與兼并整合信息技術(shù)戰(zhàn)略及規(guī)劃營(yíng)銷(xiāo)及銷(xiāo)售渠道行業(yè)重組客戶滿意度提高汽車(chē)化工消費(fèi)產(chǎn)品電子能源金融機(jī)構(gòu)食品及飲料重工業(yè)藥品行業(yè)某著名企業(yè)運(yùn)輸主要服務(wù)領(lǐng)域主要行業(yè)在大中華區(qū)，科爾尼向多個(gè)行業(yè)提供涉及廣泛業(yè)務(wù)問(wèn)題的管理咨詢服務(wù)ReplacedChinesepage我們的金融機(jī)構(gòu)咨詢服務(wù)遍及全球，曾與各類金融企業(yè)高級(jí)主管進(jìn)行多方面成功的項(xiàng)目合作…全球約有300位咨詢顧問(wèn)專職進(jìn)行金融機(jī)構(gòu)咨詢項(xiàng)目全球一體的管理方式(沒(méi)有地理界限或二級(jí)部門(mén)分類)咨詢顧問(wèn)主要分布于上海、北京、香港、紐約、芝加哥、舊金山、圣保羅、東京、新加坡、悉尼、倫敦、多夫、慕尼黑、巴黎與米蘭咨詢顧問(wèn)均為經(jīng)驗(yàn)豐富的管理顧問(wèn)，其中大部分顧問(wèn)在加入咨詢業(yè)之前曾擁有長(zhǎng)期的金融機(jī)構(gòu)工作經(jīng)驗(yàn)為領(lǐng)先銀行、證券公司、投資銀行、保險(xiǎn)公司、共同基金公司、財(cái)務(wù)公司、信用卡公司與其他各類金融機(jī)構(gòu)的高級(jí)管理層提供咨詢服務(wù)

科爾尼金融機(jī)構(gòu)咨詢部簡(jiǎn)介NewPage…并在眾多領(lǐng)域具備深入的職能專業(yè)知識(shí)科爾尼公司金融機(jī)構(gòu)部職能專業(yè)知識(shí)市場(chǎng)/產(chǎn)品評(píng)估合作伙伴選擇數(shù)字客戶經(jīng)驗(yàn)?zāi)呈∈袌?chǎng)市場(chǎng)進(jìn)入戰(zhàn)略客戶滿意與客戶保持?jǐn)?shù)據(jù)庫(kù)營(yíng)銷(xiāo)產(chǎn)品開(kāi)發(fā)競(jìng)爭(zhēng)者分析品牌管理零售與批發(fā)客戶層分析兼并整合組織設(shè)計(jì)電子化組織戰(zhàn)略業(yè)務(wù)流程再造數(shù)字供應(yīng)鏈?zhǔn)杖朐鲩L(zhǎng)與提升成本減少/重新配置分銷(xiāo)戰(zhàn)略全球戰(zhàn)略采購(gòu)銷(xiāo)售團(tuán)隊(duì)管理資本配置與基于風(fēng)險(xiǎn)的價(jià)值創(chuàng)造依風(fēng)險(xiǎn)調(diào)整的績(jī)效評(píng)估技術(shù)風(fēng)險(xiǎn)識(shí)別與管理全球風(fēng)險(xiǎn)戰(zhàn)略基于風(fēng)險(xiǎn)的組織設(shè)計(jì)與發(fā)展?fàn)I運(yùn)風(fēng)險(xiǎn)管理技術(shù)巴塞爾協(xié)議(II)業(yè)務(wù)準(zhǔn)備信貸風(fēng)險(xiǎn)管理資產(chǎn)負(fù)債管理IT戰(zhàn)略、架構(gòu)與執(zhí)行電子化科技戰(zhàn)略/電子化整合分支機(jī)構(gòu)人員配置優(yōu)化付款處理系統(tǒng)設(shè)計(jì)與執(zhí)行管理信息系統(tǒng)數(shù)據(jù)挖掘與數(shù)據(jù)倉(cāng)庫(kù)聯(lián)合采購(gòu)/外購(gòu)交自動(dòng)化數(shù)據(jù)大集中科爾尼公司金融機(jī)構(gòu)部變革管理戰(zhàn)略設(shè)定組合分析股東價(jià)值創(chuàng)造戰(zhàn)略管理電子競(jìng)爭(zhēng)戰(zhàn)略全球化與組織重組戰(zhàn)略業(yè)務(wù)單元戰(zhàn)略風(fēng)險(xiǎn)投資和戰(zhàn)略聯(lián)盟兼并整合并購(gòu)規(guī)劃產(chǎn)業(yè)聚合戰(zhàn)略發(fā)展市場(chǎng)及客戶機(jī)遇組織及運(yùn)營(yíng)效能風(fēng)險(xiǎn)及資金管理技術(shù)提升ReplacedChinesepage科爾尼金融機(jī)構(gòu)部客戶精選科爾尼擅長(zhǎng)融入本地文化，提供高效咨詢服務(wù)亞太歐洲北美客戶摘選在過(guò)去幾年中，我們的金融機(jī)構(gòu)部為全球各地的行業(yè)領(lǐng)先者提供服務(wù)西太平洋銀行瑞士再保險(xiǎn)集團(tuán)所羅門(mén)兄弟泰軍人銀行SocieteGenerale紐約商品交星展興業(yè)銀行(泰國(guó))星展集團(tuán)-道亨銀行Paribas摩根斯坦利住友銀行（日本）某著名企業(yè)（香港）NASDR美林圣喬治銀行（澳洲）上海浦東發(fā)展銀行Nordbanken高盛皇家太陽(yáng)聯(lián)合保險(xiǎn)倫敦清算所E-Crossing(BGI–美林)倫敦證券交花旗銀行日本產(chǎn)業(yè)銀行香港證券交德意志銀行芝加哥期貨交第一銀行（印尼）遠(yuǎn)東銀行CreditLyonnais芝加哥商品交BankNegaraIndonesia中華人壽BancoSantander大通曼哈頓銀行泰國(guó)銀行博時(shí)基金AonBarclays東京三菱銀行東亞銀行荷蘭銀行美國(guó)證券交中華信托VickersBallas證券星展集團(tuán)-廣安銀行NationalInsurance廣安銀行蘇黎士保險(xiǎn)（瑞士）華沙交萬(wàn)事達(dá)卡深圳發(fā)展銀行其他國(guó)家大中華民生銀行ContentupdatedSelectedATKearneyTradeService/TradeFinanceEngagementsWehaveserveddifferentbankclientstoimprovetheirtradeservicebusinesscapabilitiesClientsNatureOfEngagementOneofthelargestbanksinIndonesiaDevelopingastrategicplantoensuretheclientbanktomaintainmarketleadershipandincreaseprofitabilityConductedglobalbestpracticebenchmarkinganddevelopedtradefinanceblueprintfortheclientbankIdentifiedandprioritizedstrategicinitiativesanddevelopedthree-waveimplementationplansGoingthroughpilotstageandhelpingclienttorolloutfirstwaveinitiativesConductingproject&changemanagementtogetherwithclientbackTradeFinanceBankinAsiaDevelopedandimplementedastrategicplanforanoveralltradefinancebusinessturnaroundandexpansionIdentifiedopportunitiestofurtherpenetratesmallbusinessandexpandmiddlemarketsegmentsIdentifiednear-termactionstoboostprofitabilitysuchasimprovingtradefinanceutilizationAMajorTaiwanBankReviewedtradeservicebusinessprocessesandidentifiedroomsforprocessimprovement,aspartofacallbankingsystemprojectSentRFI(RequestforInformation)totradefinancesystemsvendorsonbehalfoftheclientbankandarereviewingandevaluatingresponsesfromdifferentvendorsMakesuretitleofthesefewpagesconsistentSelectedATKearneyProcessing&ServiceTransformation/CentralizationEngagementsWearerecognizedasaleaderinhelpingclientssuccessfullyimplementbusinessprocessingtransformation/centralizationClientsNatureOfEngagementALeadingSingaporeanFHCTurnedclient’sbankingProcessingandServicingintoakeysourceofpetitiveadvantageoftheFHCConsolidatedP&Sstaff,activitiesandresourcesintomultipleprocessing“engines”toobtainscaleeconomiesinprocessingsimilaractivitiesacrossbusinesslinesTransformedP&Sactivitiesthroughreengineeringandstraight-through-processingALeadingMalaysianBankAssistedclientbanktocreateaprocessingutilitytoachieveinternalefficiencyCreatedcorporatedirectionanddefiningtheorganizationandpoliciesaccordinglyPlannedthemigrationofservicesandstafftotheneworganizationALeadingTaiwanBankTurnedtheclientprocessingandservicingintoasourceofpetitiveadvantageDefinedP&SorganizationmodelandgaininternalmitmentTransferredstaffandprocessesintoP&SorganizationandplanreengineeringAMajorHongKongBankAssistedclientbanktoimprovesalesandprocessingefficiencyImprovedprocessefficiencythroughcentralizationandotherinitiativestoreleasetimeforsellinginbranchDevelopedeffectivebranchperformancemanagementsystemMakesuretitleofthesefewpagesconsistentSelectedBankingITTransformation&ImplementationEngagements我們?cè)阢y行IT戰(zhàn)略設(shè)計(jì)、IT系統(tǒng)選型和IT轉(zhuǎn)型實(shí)施方面經(jīng)驗(yàn)豐富ClientsSelectedBankingExperiences國(guó)某省市銀行銀行核心系統(tǒng)改造項(xiàng)目，定義了目標(biāo)運(yùn)營(yíng)模式，并基于該模式設(shè)計(jì)新的核心業(yè)務(wù)系統(tǒng)協(xié)助最佳國(guó)際核心業(yè)務(wù)解決方案的選擇（運(yùn)用信息征詢和招標(biāo)等方式）東南亞某商業(yè)銀行為客戶加強(qiáng)并升級(jí)其IT技術(shù)能力，尤其是核心系統(tǒng)方面采用了自上而下的方法，定義了銀行的業(yè)務(wù)和IT要求之后，確定了銀行的目標(biāo)和業(yè)務(wù)模式在明確重點(diǎn)關(guān)注的銀行業(yè)務(wù)產(chǎn)品后，幫助該行圍繞新的核心銀行業(yè)務(wù)平臺(tái)設(shè)計(jì)了IT模式澳大利亞一家主要銀行為客戶設(shè)計(jì)合并整合中的某著名企業(yè)與IT戰(zhàn)略。制作了一個(gè)綜合的管治模型，以在包含大量外包行為的復(fù)雜的IT環(huán)境中，指導(dǎo)IT的管理使用基于IT資產(chǎn)分類的創(chuàng)新途徑確定不同的籌資方案，制定了一個(gè)全面的財(cái)務(wù)與融資方案泰國(guó)一家銀行設(shè)計(jì)IT戰(zhàn)略及評(píng)估銀行核心系統(tǒng)，審閱了戰(zhàn)略舉措，以理解業(yè)務(wù)優(yōu)先級(jí)別和IT方面具體的要求和計(jì)劃設(shè)計(jì)了支持業(yè)務(wù)要求的IT建構(gòu)，實(shí)施了IT項(xiàng)目的優(yōu)先級(jí)排序以設(shè)計(jì)主要IT路徑圖一家印度主要私人銀行核心銀行業(yè)務(wù)系統(tǒng)更新項(xiàng)目，驗(yàn)證在挑選核心銀行系統(tǒng)時(shí)的流程

核心銀行系統(tǒng)方案項(xiàng)目管理，內(nèi)容包括管理多家供應(yīng)商，以及在個(gè)別分支機(jī)構(gòu)的試行

歐洲一家私人銀行協(xié)助客戶海外金融中心成立的業(yè)務(wù)戰(zhàn)略及運(yùn)作，設(shè)計(jì)了以“品質(zhì)出眾、始終如一”的客戶經(jīng)歷為中心的整體方案

設(shè)計(jì)了詳細(xì)的運(yùn)營(yíng)模式和流程，并與技術(shù)設(shè)施整體考慮，包括了支持流程Makesuretitleofthesefewpagesconsistent科爾尼銀行業(yè)項(xiàng)目管理經(jīng)驗(yàn)摘選有效的項(xiàng)目管理有助于項(xiàng)目進(jìn)程的規(guī)劃、管理以及增進(jìn)各相關(guān)方的交流和理解ClientsSelectedBankingExperiences國(guó)內(nèi)某銀行通過(guò)“企業(yè)級(jí)規(guī)劃管理”機(jī)制為中國(guó)一家銀行的大規(guī)模轉(zhuǎn)型提供一體化和有序的項(xiàng)目管理建立了一個(gè)正式的規(guī)劃管理組織架構(gòu)，以確保轉(zhuǎn)型的成功實(shí)施采用全行性規(guī)劃管理，通過(guò)確保有效完成轉(zhuǎn)型措施來(lái)證明卓越的領(lǐng)導(dǎo)方式，并顯示國(guó)際標(biāo)準(zhǔn)的管理水平建立了規(guī)劃管理機(jī)制，旨在當(dāng)規(guī)劃管理辦公室步入正軌后移交給銀行美國(guó)一家主要銀行建立IT項(xiàng)目管理辦公室，以加快購(gòu)并后銀行的整合能力，并降低單位運(yùn)營(yíng)成本與客戶共同組建了項(xiàng)目管理辦公室，提供整合計(jì)劃和實(shí)施為:選擇共同應(yīng)用系統(tǒng)(CAS),將7個(gè)數(shù)據(jù)中心合并為一,將260個(gè)應(yīng)用部門(mén)合并為50個(gè)實(shí)施流程再造并建立一個(gè)可重復(fù)的流程以有效地整合新收購(gòu)金融機(jī)構(gòu)澳大利亞一家提供全面金融服務(wù)的銀行協(xié)助建立新的前臺(tái)業(yè)務(wù)平臺(tái)，使其適用于所有渠道采用了獨(dú)創(chuàng)性的“可用性實(shí)驗(yàn)室”方案，回答了“銀行集團(tuán)應(yīng)當(dāng)如何向新平臺(tái)過(guò)渡的問(wèn)題方案圍繞一個(gè)互動(dòng)性、高度協(xié)作性計(jì)劃階段展開(kāi)，相對(duì)較早地明確了最佳的軟件解決方案

該銀行在很短時(shí)間內(nèi)選擇了一套銀行業(yè)務(wù)平臺(tái)，測(cè)試了其適合性，同時(shí)建立了主要股東對(duì)該平臺(tái)的信心Makesuretitleofthesefewpagesconsistent在中國(guó)，我們?cè)鵀槎嗉医鹑跈C(jī)構(gòu)提供過(guò)近四十個(gè)咨詢項(xiàng)目服務(wù)，項(xiàng)目涵蓋廣泛的內(nèi)容客戶時(shí)間項(xiàng)目?jī)?nèi)容中國(guó)民生銀行2001年至今發(fā)展戰(zhàn)略、業(yè)績(jī)?cè)u(píng)估和考核、核心業(yè)務(wù)能力定義、IT戰(zhàn)略、規(guī)劃管理辦公室、組織架構(gòu)重組及實(shí)施、核心業(yè)務(wù)系統(tǒng)大眾汽車(chē)金融2個(gè)月市場(chǎng)進(jìn)入戰(zhàn)略深圳發(fā)展銀行2個(gè)月發(fā)展戰(zhàn)略評(píng)估、組織架構(gòu)設(shè)計(jì)、關(guān)鍵業(yè)績(jī)指標(biāo)制定、風(fēng)險(xiǎn)管理上海銀行3個(gè)月信貸風(fēng)險(xiǎn)管理某著名企業(yè)（香港）3個(gè)月信用卡產(chǎn)品開(kāi)發(fā)戰(zhàn)略、區(qū)域擴(kuò)和營(yíng)銷(xiāo)計(jì)劃制定上海浦東發(fā)展銀行3個(gè)月支持五年業(yè)務(wù)發(fā)展戰(zhàn)略的IT戰(zhàn)略和框架設(shè)計(jì)某省市商業(yè)銀行3個(gè)月組織機(jī)構(gòu)重組、業(yè)務(wù)流程設(shè)計(jì)和信貸風(fēng)險(xiǎn)管理東亞銀行9個(gè)月分銷(xiāo)渠道戰(zhàn)略、分行轉(zhuǎn)型和重組Sanlam保險(xiǎn)2個(gè)月中某省市場(chǎng)某省市場(chǎng)進(jìn)入戰(zhàn)略花旗銀行（臺(tái)灣）6周組織機(jī)構(gòu)重組和人力資源體系改進(jìn)項(xiàng)目摘選我們的關(guān)鍵成功因素：豐富的國(guó)際經(jīng)驗(yàn)及對(duì)某著名企業(yè)業(yè)和本土文化的充分了解Today’sAgendaA.T.KearneyOverviewOurPerspectiveonGlobalTrendofTradeFinanceOurUnderstandingofBOC’sTradeFinanceTransformationProgramProposedApproachandTeamStructuretoAssistBOCAppendixCaseStudiesTeamResumesStrongtradeoverthelastdecadewillcontinuetostimulateanoveralldemandfortradefinancingproductsandservices,especiallyoutofNorthAsia(TrillionUSD)Globaltradevolumehasbeengrowinginpast5years…WithNorthAsia(1)growswithafasterpacethanotherregionsoftheworld(2)Note: (1)Tradevolumeiscalculatedasthesumofimportandexport.AsiatradevolumeisthesumofimportandexportbetweenAsiaandotherpartsoftheworld(2)NorthAsiaincludes:China,HongKong,Japan,SouthKoreaSource:WorldTradeOrganizationNorthAsiaisagrowingareaofopportunityMuchoftheNorthAsiagrowthisstimulatedbygrowthinChina.China’sshareoftheworldtradevolumehasincreasedfrom6.2%in1999to8.6%in2003YOYtradevolumegrowthrate(%)Graphsneedstobeformattedbyproduction,joyce’99-’03AvgCAGRNorthAsia:6.9%World:5%7.11%CAGR(’99-’03)Dividethenumbersby1000Meanwhile,banksarefacingchallengesfromexternalchangingcustomerrequirementandinternalcostreductionpressureTradeFinanceChallengesSources:“TradeFinance”EuromoneyInstitutionalInvestorPLC2004;A.T.KearneyanalysisChangingCustomerNeedsInternalCostDriversChallengesImplicationstoBanksGreaternegotiatingpowerofimportersareshiftingthedemandforLettersofCredit(L/Cs)tomoreopenaccounttradetransactionsCustomersareseekinga“one-stop-shop”solutionfortheirtradefinanceissuesDigitizationofdocumentsbyentitiesalongthetradefinancevaluechainarepushingcustomerstowardsmoreweb-basedinterfacesBanksmustenhanceitscapabilityinofferingopenaccounttradetransactionsBanksmustofferitscustomersadditionalvalue-addedservicesoutsideofthetraditionalTFproducts(e.g.,newTFandcashmgmtproduct)Moreinvestmentone-enabledsolutionisrequiredCostpertransactionofpaper-basedL/CsanddocumentarycollectionisbingincreasinglycostintensiveHighfixedcostsoftechnologyimplementationReducingcycletimeandoperationalcoststhroughautomatedprocesseswillbeincreasinglyimportanttosustainapetitiveedgeFindingopportunitiestoachieveeconomiesofscaleisvitaltomaintainprofitabilityinalowmarginindustryUnderlineUpdatedThesechallengesareleadingbankstoconsiderwaystoimprovetheirtradefinanceservicesthroughbothrevenuegenerationandcostreductionTradeFinanceOpportunitiesProductOfferingExpansionCustomerServiceEnhancementCostReduction&OperationalRiskControlCentralizedKeyInitiativesOfLeadingPlayersTopLineRevenueGrowthOpportunitiesBottomLineCostSavingOpportunitiesShiftinTFProductOfferingMulti-bankingSolution:CashManagementOutsourceIn-sourceSharedUtilityE-enabledSolutionRevenueGenerationInternationalTradePaymentTrendsInternationaltradeintheAsianregionisshiftingtowardsopenaccounttransactionSource:BrendanWoodInternational;Celentmunication付款交單-承兌交單記賬預(yù)付貨款A(yù)nalysis&ReportingPaymentSettlementTradeFinancingTradeServicesPurchaseOrderingNewDevelopmentsAcrossTheEntireTFSValueChainManynewtradefinanceofferings/solutionsarenowofferedalongthetradevaluechainintheglobalmarketImporter/ExporterTradeAgreementPurchaseorderautomationtofacilitatetheend-to-endtradetransactionsforbankcustomersLow-costInternetplatformsbythirdpartyproviderswithpaymentguaranteetofocusonopenaccountcustomersElectronicchannelstocreateelectronicdocuments(e.g.StandardChartered’sB2BeXsystem)Onlineexchanges,offeredbythirdpartyproviders,tomatchcustomersandbanksfortradefinanceneeds,minimizingcoststocustomersAbinedserviceoftradefinanceandcashmanagementtooptimizecustomerfinancepositionValueaddedconsultancyservicestoenablecustomerstooptimizetradeprocessing,financingandservicecostsRecentTFSDevelopmentsUnderlineUpdatedTFSMarketDevelopment–CurrentTrendsInAddressingCustomerNeedsMeanwhile,internationalbanks’businessmodelshaveevolvedtocapturebusinessthroughincreasedintegrationbetweentradefinanceandcashmanagementfunctionspanyModelDescriptionDeutscheBankContinuetwoseparatedepartments–globaltradefinanceandglobalcashmanagementGlobaltradefinanceservescustomersalongthevaluetrade-chain,includingRiskManagementandFXTradeandcashmanagementdepartmentsworkcloselytogetherJPMorganTradebusinessisinthesamebusinessunitascashmanagementtodeliveraddedvaluealongtheentirechainOfferasingleonlineportal,biningtradeserviceswithrelatedcashmanagementprocessestocapturebothdocumentaryandopenaccountbusinessStafftrainedtobridgethetradefinanceandcashmanagementdisciplineattherequestofclientsCitibankSingledistributionchannelforthesaleoftradeandcashmanagementproductsthroughthecashmanagementteamCashmanagementase-businesssalesmanagerwillbedealingdirectlywithcustomers,andonlybringalongatradespecialistifthedealisplicatedCitiDirectOnlineBankingsupportsboththecashmanagementandthetradebusinessABNAMROAligntradeandcashmanagementunderaworkingcapitalmodel,whichaimsatimprovingmovementofcashtooptimizeclient’sworkingcapitalProvideautomatedtradeadministrativetasksforbothbuyerandsellerswithinformationinquiryalongthechainOfferprivate-labeledopenaccountoutsourcingsolutionsforotherbanksTFSCMEDI,InternetAutomatedSupplyChainCustomersGlobalTradeFinanceGlobalCashManagementCustomersSource:TradeFinanceMagazineTFSCMWCCustomersAutomated,Internet-basedprocessingsystemPrivate-labeledoutsourcingsolutionsCMCustomersTradeSpecialistCitiDirectOnlineBankingJoyce:findChineseversionElectronictradefinancehasemergedinstages—evolvingfromanoperationalenablertoapotentialrevenuegenerator198019902000TodayEmergenceofpersonalputersallowedbankstostartcreatingelectronictemplatesforvariousTFdocuments(e.g.L/Cs)UseofproprietarysoftwaretomanageTFinformationSource:“TheChangingWorldofTradeFinance;WorldTrade(Apr2004)PurposeofTechnologyOrganizeInformationEnableMoreEfficientProcessesPotentialRevenueGenerationLargebanksbeginbuildingnewsystemsanddesigningsoftwaretosupportthestorageandtheautomaticnotificationofL/Csinprivatenetworks“Technology-EnabledProcessing”25banksintheU.S.adviseL/Cbeneficiariesthroughweb-basedinterfacesToday,tenlargebankshavesetupsophisticatedTFportalsthatsupportdocumentcreationandtransmission,andmakeitpossibleforallpartiesofatransaction(exporter,importer,bank,freightforwarder,oceancarrier,cargoinsurer)toexchangeinformationelectronicallythroughthesamesecuresitewhilechargingatransactionfee

LeadingbanksletsexportersreceiveandreviewadvisedL/Csassoonasbanksreceivesthem–eliminatespaperandspeedupprocesses“AutomatedProcessing”“PaperlessProcessing”CentralizationofTFtransactionprocessingcenteridentifiedmonprocessesforautomationsuchassimple,riskprofiling,paymentnotices,etcUnderlineUpdatedTradeFinanceOnlineAlternativesSeveralnewthirdpartieshaveintroducedalternativemethodsforconductingtradeandsourcingtradefinancerequirementsthroughonlineexchangespanyOfferingsDescriptionBStandardinternationalplatform(ownedjointlybySWIFT)thatallowsimporters,exporters,banks,customs,andshipperstotalktoeachotherseamlesslyProvideanelectronicinfrastructurethatfacilitatesinternationaltrade,enablingbankstoautomatetradefinanceguaranteeswithstandardizedtradedocumentsCutdowntradedocumentprocessingfromupto25daystounder24hoursTradeCardAutomateandstreamlineend-to-endfinancialsupplychainFacilitatetradetransactionsfromprocurementthroughtosettlementCansendandreceivetradeinformationanddocumentstoandfromanycountryintheworldEnablecorporatetoaccesstradefinanceatpetitivepriceswithpaymentguaranteesreplacingtheneedtogetatraditionalL/CLTPTradeTheworld’sfirstInternettradefinancemarketplaceandcentralsettlementAmodateallformsofsellingtradefinanceassetsinavarietyofmethodsincludingauctions,fixedandrangeprices,etcbfinanceBringtogethercorporateandbankstoarrangemercialborrowingEnablepaniestotenderbanksfortheirtradefinanceneeds–afeeispayablebythesuccessfulbanksProvideinformationthatbankswouldneedtodotheirduediligencereviewSource:CorporateFinancemagazine;panies’websitesJoyce:findChineseversionRangeOfTradeFinanceTransactionProcessingOperatingModels

In-SourceOwnandoperatealltradefinancetransactionprocessinginfrastructure/personnelProcesstransactionsforotherbanksinadditiontointernalvolumeOperationscentralizedtoeitherlargeregions(e.gAsiaPacific,N.America)orcentralizedasastandaloneprofitcenterABNAMRON.V.StandardCharteredJPMorganCitigroupBankofNewYorkOutsourceContractwiththirdpartytomanageprocessonbank’sbehalfTransactionsbinedwithotherentitiesBankretainsnoownershipProcessmanagedthroughservicelevelagreementsTradefinancetransactionprocessesmustbecentralizedforacleanhand-offBarclay’sBank(toABNAMRO)DeutschePostBank(toCitigroup)AIBGlobalTreasury(toABNAMRO)CentralizedIn-HouseOwnandoperatealltradefinancetransactionprocessinginfrastructure/personnelProcessonlyinternaltransactionsMaybecentralizedtoaBUorregionTDFinancialEastAsiaBankHSBCBankArrangementwiththirdpartytojointlyprocesstradefinancetransactionsorpotentiallyothersimilarprocessesProcessingofinternalandexternaltransactionsUsuallyastand-aloneentityownedbyaconsortiumofbanksBMOwithProponix(AMS)SharedUtilityExamples:Ontheotherhand,leadingbanksarefindingopportunitiestoachieveeconomiesofscalethroughvariousoperationalrationalizationmodelCharacteristics:CasestudyinthefollowingpagesSource:A.T.KearneyinterviewsandanalysisDeterminingtherightTFtransactionmodelisdependentona

bank’sTFvolumeandabilitytohandleoperationplexityTradeFinanceTransactionProcessingAlternativesCentralizedInHouseModelCostBenefitplexityIn-SourceTFTransactionProcessingOperationsOutsourceTFTransactionProcessingOperationsSharedUtilityModelforTFTransactionProcessingApproachAmongBanksWithLargeTFVolumeRecentTrendAmongBankswithLessTFVolumeGroupServiceCentersTheCentralizedIn–HouseModelHSBC’sinhousecentralizedmodelcontributeslargelytoitswinningoftheaward“theBestTradeFinanceinAsia”in2003IndiaChinaMalaysiaPhilippine

SituationTradeserviceisHSBC’straditionalstrengthandarededicatedlydesignedtobuildcustomerrelationsandtogeneratemorebusinessvolumesHSBCisfacingcostpressureandcustomerrequestonfastercycletimeMadeastrategicdecisiontomovebackofficeoperationtolowcostareastofurtherstrengthbottomlineApproachServiceoffering:Integratepayments,cashmanagementandtradeservicesTechnology:LaunchedDocumentExpress,alocallydevelopedinternetservicesMarketing:Firmlyrootedinthemiddlemarketandopenservicecentersforsmallandmediansizedcustomerandstart-upsResultBenamedtheBestTradeFinanceBankinAsiabyGlobalFinanceRankedNo.1amongthe2004AsianbesttradefinancebanksbyAsiamoneyHSBCmanagementowethesuccesstotheinhouseregionalprocessingmodel.AccordingtoNeilChantry,ExecutiveresponsibleforprocessingandtechnologyatHSBC:--HSBC’sprocessingareasareorganizedbycustomerandbyindustryquote,whichprovidestheflexibilityforbuildingcustomerrelations--HSBCcanusetheregionalstructureasaninternalforumforbestpracticeCentralizedIn-houseRemotedataprocessingandcustomercontactservicesareprovidedthroughnine

GroupServiceCenters(GSCs)acrosstheworldTheGSCsarelocatedinlowcostAsiancountriesSource:LiteraryresearchMalaysiaHDPMprovidesremoteservicetoHSBCGroupentitiesinUK,USA,Australia,NewZealand,etc.InChina,aprocessingsubsidiarywasestablishedinShanghaiin2002,conductingprocessingforbusinessfromHongKong,UK,andotherAsiaPacificcountriesThreecentresinIndiasupportingUKandEuropeanbusinessesPleaseupdatesourceTradeServiceProcessingHubABNAMROhasdefineditsstrategyasbingaleadinginsourceplayeroftradeservicestootherfinancialinstitutions

SituationThechangedbusinessenvironmentsrequireheavyinvestmentintechnologyNeedlargelyreducetransactioncostsandincreaserevenuestostandoutinfiercepetitionApproachOfferingstoinsourcebanks:GlobaltradetechnologyplatformProcessingoftradefinancerelateddocumentsWhitelabelofitsawardwinningtradeportal,MaxTradTechnology:LaunchedMaxTradeportal,whichallowscustomersinitiateLettersofCreditandcollections,preparedigitaltradedocuments,managepurchaseorders,andcreatecustomizedreportingMarketing:Flexibilityfortheoutsourcingbanktochooseamongarangeoftradepartnershipandoutsourcingsolutions,frommanagementofanumberofprocessestofulloutsourcingandstrategicpartnershipsResult20%oftheworkforceundertakenbytheChennaicenterisinsoourcingoperations,80%oftheservicesarefortheglobalneedsofABNAMROitselfInsourcingclientshasincluded:Barclays,AlliedIrishBank,andAIBGlobalTreasuryIn-sourceUsethebackofficeinChennai,IndiaasinsourcinghubforotherglobalbankoperationsABNAMROlaunchedglobalsupportcentreinChennai,Indiainlate2000ArelookingatmakingtheIndiaahubforitsglobaltransactionserviceoperationsTheIn-sourceModelSource:LiteraryresearchPleaseupdatesourceOutsourceAgreementTheOutsourceModelBarclayshasoutsourceditstradefinanceoperationprocessinginearly2004throughaphasedoutapproach,aimingatcustomerexperienceenhancementandcostreduction

SituationBusinessvolumewasdecliningandfurthercostreductionarenecessaryTendstoprovidecustomersuptodatetechnologyandserviceswithoutincurringhugeupfrontinvestmentAlreadysignificantlyreducedinternalcoststhroughextensivere-engineeringApproachPartnerselectionconsiderations:Leadingtradebank/seenbycustomersasagoodpartnerAcceptancelocationfromarisk/infrastructure/costperspectiveInsourcingexperiencePartnershipapproach-therelationshipisextensibleImplementation:3phasedapproach:Migrationmencement,teststage,andpleterolloutThewholeprocesstakesaroundfivemonthsResultSaved100outofthe500personbackofficeprocessingReducedpertransactionprocessingcostsasgainedaccesstoABNAmro'sglobalscaleEnhancedcustomerexperienceOutsourcecontractsignedinFebruary2004InitialactivitiesbeingprocessedunderthedealareexportletterofcreditforUKbeneficiaries.Moreservicesactivitiesarephasedinover2004,includingimportletterofcredit,importandexportdocumentarycollectionsandcleanreimbursementOutsourceSource:LiteraryresearchPleaseupdatesourceDevelopmentofProponixSharedutilityisaninnovativemodeltocreatetradefinanceprocessingplatformthatcutscostsandimprovesefficiencies

SharedutilityTheSharedUtilityModelSituationNeedmeetthebusinessenvironmentchangesandbuildupcapabilitiestoprovidecustomersbetterservicesAimtoshareinvestmentcostandgaineconomiesofscaleApproachServiceoffering:Acohesive,integratedtechnologyplatformwherebanks(andtheircustomers)canperformbothfrontandback-officetransactionprocessingServiceincludesaccesstoatradeportal,workflowandimaging,aback-officetradeprocessingsystem,andareportingsystemTechnology:AMSTradeLine?-fullyautomatesandsupportsthefullrangeoftradefinanceprocessingfunctions.AMSTradeFlow?-AdocumentimagingandworkflowapplicationspecificallydesignedanddevelopedmercialArrangement:Serviceprovidedona‘payasyougobasis’.FeesarechargedonpertransactionbasisResultBenefit:Challenges:30-50%savingsofbackofficeprocessingcostsand30%increaseinprocessingthroughputforclientandparticipantsbankDifficultforpartnerstosplitcostsavingsandplexcontracts;Partneringbanksareafraidofhandingoverskillstorivals

RecentdevelopmentIn2003,AMSboughtouttheownershipofProponixfromotherbanksBarclaysoutsourcedprocessingtoABNAMROwhileBMOandANZcontinueuseProponixservicesSource:LiteraryresearchInSep2000,threebanksformedpartnershipwithaglobalbusinessandITconsultingfirmAMStojointlydevelopedthetradefinanceprocessingplatformPleaseupdatesourceBranchControlBusinessUnitControlProfitCenterSpinOffBankHQBranchABranchBTradeFinanceTF

P&STradeFinancePros:

Fasterreactiontocustomerneeds;Lessobjectionfromownerbranchesoncentralizationtransformation;Cons:Significantcoordinationbetweenownerbranchandclientbranch;maynotcapturesynergieswithothertransactionprocessingfunctionsOperatingModel(2):

CentralizedIn-houseBankHQmercial

(1)BranchesTradeFinanceBankHQBranchesSharedServicesOperationsBankHQBranchesTradeFinancemercial

(1)Pros: IncreasedoperationalsynergiesandeconomiesofscalewithotherfunctionsCons:LessBUcontrolmayresultinoversightofTFspecificneedsandriskcontrolOperatingModel:

CentralizedIn-house;InSource

Pros: BettercontrolandcustomizationofTFspecificneeds;tightercontroloveroperationalrisksCons:Maynotcaptureoperationalsynergieswithotherfunctions;potentialobjectionfrombranchesoncentralizationOperatingModel:

CentralizedIn-house;InSourcePros: Maximizingeconomiesofscale;Cons:Extensivecoordinationmayrequired;PossiblerequirehigherprocessingpriceduetoTFUtility’sincreasingprofitpressureOperatingModel(2):

Shared/PublicUtilityAcentralizedTFtransactionmodelcanbegovernedinavarietyofstructuresNote:(1)TradeFinancemayormaynotbeanindependentbusinessunit(2)AssumepureTFprocessingcenter(ratherthanconsolidatedwithotherfunctions)SeparateTFProcessingUtilitypanyTF

P&STF

P&S Manage&Control ShareHolder Client Manage&Control ShareHolder Client Manage&Control ShareHolder ClientKPIMeasuresFinancial(X%)?Profit?Cycletime?OperationalriskratioCustomerSatisfaction(X%)?Customerplaints?TimelinessofservicesOperations(X%)?Errorrates?ProcessingcycletimeResources(X%)?Employeesatisfaction?Turnover?%positionsfilledfromwithinTargetsIndividualGoals1.____________________________________________________________________________________________________2.