Research On Liquidity Risk Management Of Bank Of Communications Jilin Provincial Branch

According to the regulatory requirements and the development plan of the head office,the Bank of Communications establishes a management system for RMB liquidity indicators of domestic branches,promotes the concept of balanced development of domestic branches and funds,effectively prevents liquidity risks,ensures regulatory compliance,and realizes assets and liabilities.Coordinated development.Jilin Province has established a liquidity risk management system in line with the local business development under the framework of liquidity risk management of the head office.However,there are many problems in the actual management process.The main problems include the imbalance of the assets and liabilities of the branches and the forecast errors of large positions.The large pressure on the liquidity risk of the branches has increased;the large errors in deposit and loan forecasting have made the branches more difficult to manage the credit scale;the post-event data analysis has led to weaker liquidity risk identification.Employees lack awareness of liquidity risk prevention,information exchange in the management process is not smooth,and employee operations are not in place,which exposes the problems of branches in liquidity risk management from various angles.The author carefully and carefully analyzes the liquidity risk management of the above branches,and draws the following main causes.First,the imbalance of the allocation of assets and liabilities of branches due to the mismatch of large-caliber sources of funds leads to the problem of increased liquidity risk..Second,the branch lacks an effective risk early warning mechanism and risk assessment mechanism,which leads to the imperfect assessment mechanism for the overall liquidity risk identification of the branch.Third,the branch did not have smooth information exchange and the performance management system was not perfect in the liquidity risk management process.The accuracy of the large-value position forecast is poor and the data collection is delayed.The performance appraisal is less restrictive to the business unit,which not only greatly reduces the effectiveness of the data,but also leads to management decision-making bias and reduces the overall management efficiency and quality of the branch.Finally,this paper proposes targeted solutions to the causes of the above three problems.First,the branch strives to optimize the asset and liability management system,scientifically formulate the asset and liability allocation plan,balance the use of large-capacity funds,adjust the capital structure,and comprehensively optimize the management tools to achieve balanced allocation of assets and liabilities.The second is to establish a scientific liquidity risk identification and assessment mechanism.Through the establishment of a reasonable liquidity risk early warning mechanism;the development of position forecasting and control target value,real-time monitoring,timely adjustment of business execution strategies,effectively improve the accuracy of position forecasting,and comprehensively improve liquidity risk prevention capabilities.The third is to build an information exchange platform and establish a sound assessment system.The use of technology empowerment,improve the management assessment toolbox,solve the problem of unsmooth information exchange,large-time position forecasting is not timely,management decision bias.By raising awareness of the risk of employee liquidity risk,the level of liquidity risk management is improved,and liquidity risk is prevented from the source through refined management.