amt咨询基于业务流程的企业风险管控（AMT Consulting risk management of enterprise based on business process）.docVIP

amt咨询基于业务流程的企业风险管控（AMT Consulting risk management of enterprise based on business process） In recent years, more and more enterprises to carry out business process reengineering and process optimization work, refine and develop the corresponding flow chart, process documents and process operation mechanism, to process management, fine management efficiency, efficiency, promote the core competitiveness of enterprises. As the name suggests, enterprise risk refers to the impact of future uncertainty on the enterprises business objectives. The enterprise risk management, foreign COSO organization on 2004 issued a comprehensive risk management system of enterprise model, the home also has the SASAC issued the guidelines comprehensive risk management of central enterprises in 2006, all of the enterprise risk management guidelines are given a certain degree of macroscopic surface. Then, specific to the risk management and control operations, for the process oriented enterprises, risk control and business processes can be combined? The answer is yes. A well-known management consulting firm AMT, according to the years for process enterprises to provide research services process management and risk management shows that: from the business process perspective to strengthen risk management and control of enterprise is one of the effective methods. Specific operations may refer to the following chart 1 process risk analysis framework model. The first step is the process selection. The purpose is to screen out the key business processes that need risk management and control. Different risks arise from different aspects of the internal and external aspects of the enterprise, and can happen at any time and place, with different degrees of influence and scope. Therefore, risk management information should be collected throughout the enterprise all business units, small ones, were analyzed according to the management of enterprises, management of key indicators and other factors, scr