长春科技学院 毕业论文
客户信用分级制度、信用额度稽核制度，对客户进行全方位的信用管理。
3.加强人才培养
针对中国金融仓储人才的紧缺的现状，要进行先进的仓储、金融、法律、信息管理等知识的培训，对金融仓储从业人员，可采取长期培养与短期培训、学校培养与在职培训等多种方式，也可通过银行与仓储公司的联合培养，为金融仓储行业树洞复合型人才。
4.仓储企业应建立与金融机构的长期合作关系
爱仓储行业中强化金融观念，积极主动地寻求金融机构的相互合作与支持。仓储企业通过与银行建立良好的合作关系，在取得银行信任的同时有效地解决提供金融仓储服务中产生的效率问题。
5.金融仓储企业应建立与融资客户长期的合作伙伴关系
金融仓储企业为客户提供金融仓储服务的基础就是对客户拥有充分的了解，长期合作关系的建立更有利于提高效率，同时降低仓储金融风险。加强对服务客户的信用管理，通过对客户的经营资料收集、客户资信档案管理、客户资信调查管理、客户信用分级、合同与结算过程中的信用风险防范等制度的结合，建立客户信息库，利用信息管理系统对客户进行全方位的信用管理。
6.自身实践与借鉴国外经验相结合
一方面，在进行金融仓储服务的初始阶段，参与各方在签订协议时，必须明确规定抵质押物权属、处置方式以及三方职责权益，并随着业务和市场的发展及时补充完善，确保各方利益，以免该笔业务退出处理时发生争议。另一方面，仓储企业在处理抵押物时应当严格遵守相关的法律法规，密切关注抵押物市场价格和相关状况，以及融资企业的经营盈亏情况，做好推出业务处理准备。如果有可能，还可以成立退出业务处理部门，将损失降到最低。
7.持续创新
对商业银行来说，仓储金融的一个重要风险控制措施就是做好质押货物的监管。专业性的金融仓储公司的产生，创新了质押物监管、保值的方法，解决了银行的后顾之忧，这才有了近年来金融仓储市场的持续壮大，金融仓储企业应该敢于创新、持续创新，包括产品创新、服务创新、制度创新等，以创新开拓市场，赢得未来。
8.始终将风险管理放在首位
对于新的金融产品、新的金融业务，安全是先决条件。金融仓储服务无论采用哪一种模式都存在着一定的风险。因此，作为金融仓储服务的中介，仓储企业必须防范融资过程中的各种风险。选择客户要谨慎，要考察其业务能力、业务量及货物来源的合法性，防止客户选择不当带来的资信风险；选择合适的质押品种，
第20页共23页
长春科技学院
防止质押物因质押期间的巨大变化带来价格和质量风险。
9.加强诚信建设
毕业论文
首先提高自身综合实力，仓储物流企业首先应不断提高企业自身的实力和服务能力，拓宽自己业务范围。再次，加强企业自身诚信管理制度建设和风险防范机制建设。最后着力培养企业家或领头人的诚信理念，企业家是企业的舵手，企业家的诚信水平直接影响着企业的诚信水平。
（二）金融机构方面的对策 1.充分了解金融仓储
一方面，银行要对自身进行准确定位，充分了解金融仓储业相关状况尝试接受并采用金融仓储信贷产品，可考虑设立专门的金融仓储部门以推进其发展。另一方面，银行应认识到金融仓储通过与大量的中小企业互补需求，定能实现互利共赢，并且认识到动产抵质押贷款市场巨大的市场需求、利润空间大以及低风险的特征。
2.积极参与市场建设
目前，国内开展仓储金融业务多以中小银行为主，国有商业银行藏于不够，资金供给能力和市场吸引力不足。仓储金融市场要想发展，离不开银行对动产抵质押业务的接受、认识和推广。银行要对自身进行准确定位，要改变传统信贷观念，改变单一、平面、无序的竞争格局，消除企业所有制、企业规模等差别歧视，意识到仓储金融市场丰厚的利润空间，积极藏于仓储金融市场建设。
3.完善组织结构
金融机构可以设立专门的金融仓储部门，并在分行层面设立分支机构与仓储公司对应，同时，变革相应的考核机制和内部激励机制，对金融仓储业务进行单独考核，使组织设计、激励约束机制和目标管理紧密结合。设立这对仓储金融信贷业务的操作流程，培养专业的管理和操作人员。
4.改造信贷文化体系
商业银行要大力改造贷款授信审批流程，重构信贷文化，建立多元、立体、高效的差别特色信贷文化。推动仓储金融成为常规普及的业务产品。特别是对仓单质押贷款设置简易程序，见单房贷，快速到账，制定差别利率政策。
5.注重业务创新，推动品牌建设
金融机构和仓储公司要积极进行业务创新，满足中小企业的实力需求，赢得市场的广泛认同，从而推动金融仓储的品牌建设。一是创新业务产品，提高品牌服务质量。二是创新业务模式，提升品牌价值。
6.要加强宣传，扩大品牌影响力
对于金融机构而言，要充分利用自身分支机构数量多、遍布范围广的优势，
第21页共23页
长春科技学院 毕业论文
制定和实施积极的营销政策，将金融仓储业务有效地导向目标客户，尤其是中小企业。仓储公司则应利用其物流网络，寻找潜在的中小企业客户，扩大业务范围，并大力宣传金融仓储业务知识，让更多的中小企业了解金融仓储。
7.发挥信息化作用
一是要加强信息共享，充分了解客户资信。在金融仓储业务过程中，金融机构、仓储公司对企业和市场必须要有充分的了解，对企业的运营状况、商品的市场价值必须做出充分的了解和监控，才能防范金融仓储的风险。二是推动信息化假设，提升管理水平。要建立公开、高校、统一的登记制度，推动动产担保制度进一步发展完善，充分发挥动产的融资能力。
附录一：英文原文
SMEs Logistics Outsourcing Risk Analysis and Prevention Strategies
I. The Risk Of Impplementation And Management Of Logistics Outsourcing For SEMs A. The Risk of Implementation of Logistics Outsourcing
1) Potential Conflicts of corporate culture: Because different enterprises must have differences in corporate culture, both sides are apt to hold different views to the same question, thus cause the difference, conflict, misunderstand and distrust between both sides, influence the stability of logistics outsourcing, cause the failure of logistics outsourcing finally.
2)The Information Asymmetry between Co-operations: Between SMEs and logistics service providers is in fact a principal-agent relationship,when information asymmetry exists, the cooperation of both sides can't reach the optimum state.
3) Disclosure of Commercial Secrets: The credit mechanism of our country is still not complete, make both sides of the logistics business also have a credit problem in cooperating. The service provider of the logistics will understand a lot of management information inside enterprises directly or indirectly while offering the logistics service; On the other hand, much information of enterprises is offered through the service provider of the logistics too. The information is all enterprise's important commercial secrets.
B. The Risk of Management of Logistics Outsourcing
1) Human Resource Risk: Implement logistics outsourcing, combine the original department of enterprises in order to realize the new business procedure, perhaps the workers of the relevant departments of enterprises will be anxious to lose the job from this, thus lost confidence in enterprise, lose motive force of working hard, make the achievement of the work drop, influence enterprise's normal production and operating activities; Meanwhile, implementing logistics
第22页共23页
长春科技学院 毕业论文
outsourcing will let some outstanding logistics talents inside enterprises not think enterprises paid attention to the logistics and left enterprises, but for dealing with the problem of the enterprise logistics outsourcing, logistics talents' opinion is often more professional than that of enterprise's head. If enterprises lack the logistics managerial talent with experienced and strategic eyes, success of logistics outsourcing will not be known where to begin.
2) Unreasonable Logistics Outsourcing Contracts: Tight and rational outsourcing contract is logistics outsourcing successful beginning. Once both sides dispute in logistics outsourcing activity, the contract can restrain both sides. However, SMEs have inadequate experience to logistics business, while involving logistics outsourcing business technical indicator in the course of negotiating, enterprises are often in the passive position.
3) Lose sight of the phased evaluation of logistics outsourcing: When logistics outsourcing business is going on or when the contract expires, the quality of the service of the service provider of the logistics, SMEs did not go to review and appraise phasedly, screen carelessly as to all kinds of information, result in accumulating and enlarging the risk of logistics outsourcing, can't reflect the whole result of logistics outsourcing accurately finally. II. Prevention OfLogisticsOutsourcingRisk For SMEs
A. Prevention of The Risk of Implementation of Logistics Outsourcing
1) Setting-up of competition and incentive mechanism between a lot of logistics service providers: When the SMEs implements logistics outsourcing, in order to avoid pinning down by the single service provider of the logistics, can choose two or more than two logistics service providers at the same time. Meanwhile, in order to let the service provider of the logistics offer good service, enterprises introduce competition mechanism among service provider of the logistics, let the service supplier of the logistics compete for each other to obtain more logistics business, offer the best logistics outsourcing service to SMEs, the risk of logistics outsourcing is thereupon weakened too. Setting up competition mechanism of the service provider of the logistics can proceed with several following respects:
a) For logistics service providers to establish a comprehensive evaluation system:Prepare enough potentiallogistics service providers, thus form the competitionpressure for the incumbent logistics service provider.
b) The establishment of elimination mechanism: It is the law of nature that the things survived in this world to select the superior and eliminate the inferior, it is no exception that enterprises implement logistics outsourcing. In order to make the service provider of the logistics keep a higher logistics service level, enterprises need to set up the mechanism of awarding or punishing, eliminate the service provider not up to standard.
第23页共23页
长春科技学院 毕业论文
c) Make rational contract term: Indentured period is too short, the service provider of the logistics will certainly present some acts for expediency, reduce the service level of the logistics; Indentured period is too long, the service provider of the logistics will lack the sense of urgency, lead to the fact the service level of the logistics drops, so SMEs will make rational contract term according to one's own situation.
2) Promote the trust of both sides in cooperatin: Whether logistics outsourcing succeeds or not, needs SMEs to make joint efforts with the service provider of the logistics, so overall cooperation and trust are one of the important reasons why logistics outsourcing is successful. The two sides concerned should each other trust, keep understanding each other, both sides should respect each other while running into the new problem, avoid adopting the improper choice because of distrusting, can reduce the misunderstanding of both sides only in this way, thus build a good cooperative environment together, reduce the risk of logistics outsourcing. B. Prevention of The Risk of Management of Logistics Outsourcing
1) Emphasis on human resource management, improve the mechanism for staff training: Planning to implementlogistics outsourcing, the chieftain should communicate with the staff in time, understand relevant staffs attitude, thus take the corresponding measure, make the human resources risk caused by adopting logistics outsourcing lower to the least intensity. In addition, SMEs should strengthen the pre-job training, on-the-job training of the technical staff of the internal logistics, through different ways and various channels, train the logistics managerial talents of enterprises. Because technical staff of the logistics can not merely offer the valuable suggestion about Logistics outsourcing for enterprise, and can also prevent the cooperator from thinking enterprises lack the logistics expert and despise enterprises, and then redound the price of the logistics service or offer worse logistics service.
2) Signed tight reasonable logistics outsourcing contracts: In order to guarantee the tightness, rationality and scientific of logistics outsourcing contract, SMEs will carry on detailed analysis to one's own logistics outsourcing demand before signing a contract. In conclusion of logistics outsourcing contract, enterprises should pay special attention to several key contents, try hard to avoid the omission situation.
3) Pay attention to the phased evaluation of logistics outsourcing: In order to prevent the risk in logistics outsourcing course from enlarging, phased evaluation is one of the most effective methods. In the course of implementing logistics outsourcing, the risk may at any time appear, so should do accumulation of the information material more in the usual, and put all kinds of information in order and screen in time, should excavate the information of the market environment, in order to find existing or potential logistics outsourcing risk as soon as possible, dispel logistics outsourcing risk
第24页共23页