In the developed market economy environment, the value of commercial banks is not only as a social credit intermediary, but more importantly, they can bear and manage various risks in financial intermediation. The prevention and control of the whole process of loan risk is an important part of risk management of commercial banks, and post-loan management is one of the key links in this process. For commercial banks, post-loan management is not new. After more than 20 years of exploration and practice, although commercial banks have accumulated a lot of valuable experience, on the whole, the post-loan management level of commercial banks in China is still very weak and there are many problems. Strengthening post-lending management and comprehensively improving the credit risk management level of commercial banks should be the focus of our commercial banks at present and for a long time to come. At present, the main problems existing in the post-lending management of commercial banks (1) The post-lending management mechanism is not perfect. The goal of post-loan management should be to maximize the comprehensive income and minimize the risk (or loss) of commercial bank loans. According to this goal, a complete post-loan management system should at least include the following aspects: customer maintenance and inspection, risk early warning, risk reporting, risk response and risk disposal. At present, the effective mechanism of cooperation, risk early warning, transmission, response and disposal between commercial banks and customers in China has not been standardized into a strict institutional form, not to mention the unsatisfactory implementation effect, which is basically in a fragmented, simple and extensive primary management stage. (B) Poor awareness of post-loan services. Today, industrial and commercial enterprises pay more and more attention to after-sales service as an important means to enhance competitiveness, expand income and maintain customer relations. Due to the influence of traditional business philosophy and way of thinking, commercial banks do not pay enough attention to post-lending services, do not strictly fulfill the promises made to customers before lending, or "borrow once and pay back once", and fail to grasp, study and solve the financial needs put forward by customers to banks in time. One-sided understanding and implementation of post-lending management is an inspection and supervision of borrowers, but subconsciously, banks are still above customers, and "yamen consciousness" and "official consciousness" have not been fundamentally eliminated. (3) Post-loan inspection is a mere formality. First, the test conclusion is qualitative and simplified. For example, the inspection conclusions of "loan purpose", "loan return" and "guarantee ability" are normal, good and implemented according to regulations. Second, the content of regular inspection after loan is formatted and the inspection scope is narrow. Third, some bank branches require corporate financial personnel to stamp the column of "Borrower's Confirmation Opinion" in the post-loan checklist. Fourth, the contents of quarterly inspection reports are simple, some of them are only a few words, and the inspection reports between quarters are similar except for some changes in financial indicators. These phenomena reflect that the account manager and the person in charge of the handling bank have to cope with the inspection of the post-loan management by the superior bank, which leads to the usual work being a mere formality and perfunctory. (D) The risk early warning system is not perfect. At present, the identification and disclosure of risk warning signals mainly comes from daily credit inspection. According to the general regulations of commercial banks, the contents of the current inspection generally include: the balance and form of various credit varieties on the inspection date and their changes, the production and operation of borrowers, some financial indicators and their changes during the reporting period, the purpose of borrowing, the changes in the borrower's payment, and the guarantee ability. Of course, this information is really important, but it is not enough to describe the borrower's risk situation scientifically and comprehensively, and it is difficult to grasp the potential that affects loan repayment. (5) The risk response mechanism is not sensitive. After discovering the loan risk, we must have a fast and flexible transmission response mechanism to prevent problems before they happen, or lay a good foundation for grasping the opportunity in time and formulating measures to prevent and resolve risks. Now for enterprises, the life cycle is gradually shortened, the competition in the same industry is becoming increasingly fierce, and the level of science and technology is changing with each passing day. Related to this, for banks, the opportunity to resolve risks is fleeting, and time waits for no one. However, some commercial banks have not yet established an effective risk rapid response mechanism. Affected by short-term interests and shirking responsibilities, it is slow to respond to loan risks, and the phenomenon of prevarication and wait-and-see is more serious, resulting in a long time lag between discovering risks and reporting risks. (6) The means of risk resolution is single. As far as banks are concerned, after the actual risks or losses of loans appear, there are not many effective means to resolve and dispose of them. At present, loan principal and interest are generally collected through legal proceedings and collateral disposal, while corporate debt restructuring, securitization of non-performing assets and government assistance are difficult and rarely used in western commercial banks. Moreover, due to many obstacles and great resistance from enterprises, governments, courts and social intermediary institutions, the ultimate loss rate of resolving risks by dealing with collateral is often high, which is also an important reason for poor post-loan management of some non-performing loans. In addition, due to the unreasonable operating mechanism and other factors, the market active withdrawal mechanism that banks have the ability to resolve potential risk customer loans has not been fully established, and the effect is not satisfactory. The main hazard caused by weak post-loan management (1) is the loss of opportunities to gain benefits. Banks do not directly create value, but the source of their economic benefits is the benefits created by dividing the service objects. A famous foreign banker once said that banks, like barber shops and other service industries, can only realize their own value by enriching products and improving service quality. However, in post-lending management, banks failed to grasp the needs of customers, markets and competitors in time, thus losing the opportunity to further cooperate with customers and gain greater benefits, and some even led to the loss of excellent customers, thus losing the source of benefits. (2) Lost the opportunity to control and reduce the loan risk in time. It is mainly manifested in two aspects, which can also be said to be two development paths: First, the opportunity to voluntarily withdraw from credit is lost, and its development path is: post-loan management can't keep up → potential risks of loans can't be identified (or reported and disposed of) in time → potential risks can be turned into factual risks → loan principal and interest can't be fully repaid. This kind of harm lies in that commercial banks are fully capable of controlling and eliminating loan risks and fail to do so, resulting in undue loan losses. Second, the post-loan management can't keep up → the actual risk of the loan can't be found (or reported and disposed of) → the opportunity to resolve the risk and reduce the loss in time is lost. This kind of harm can reduce the loss even if it is not done. The final result of these two paths is the deterioration of the quality of credit assets. The main reason for the current situation (1) is the operation law of credit funds themselves. After the loan is issued, for banks, the right to use credit funds and the right to distribute income are completely transferred to borrowers, that is, from the date of loan issuance until the principal and interest are fully recovered (post-loan management period), banks have actually lost their active control over credit funds, which is also the essential difference in control between credit funds and discretionary self-owned funds and equity funds with greater legal security. Because banks have lost their active control over credit funds in the process of post-lending management, this kind of management is naturally difficult and can only be realized through effective supervision and the cooperation of borrowers, which is also the theoretical reason why the control effect of commercial banks' pre-lending access conditions is better than post-lending management. (2) External reasons. Post-loan management mainly depends on the effective supervision of banks and the cooperation of borrowers, but to achieve good results, there must be a corresponding external environment. At present, the external conditions of post-loan management are not optimistic. First, the information between banks and enterprises is seriously asymmetric. Second, the credit environment is not ideal. Third, the judicial system is not perfect. (3) Internal reasons of the bank. Although the post-loan management of commercial banks is still very weak at present, which has a lot to do with objective reasons, the author believes that the main and decisive reason comes from within the banks. We should and can do a lot of work, but we didn't or didn't do it properly. This is mainly due to the following reasons: First, lack of ideological understanding. Second, the system is not perfect. Third, the assessment is not perfect. Fourth, the inspection is not in place. Fifth, the responsibility is not clear. Sixth, team building can't keep up. Countermeasures to further strengthen post-loan management (1) to raise awareness. It is necessary to improve the ideological understanding of the broad masses of credit personnel, especially the leaders of banks at all levels, through various channels, so that they can fully realize the harm that post-loan management can not keep up with the quality of credit assets, the long-term interests of commercial banks and the cultivation of new credit culture, put this work on the important agenda as soon as possible, formulate measures and take measures to achieve results. (2) Improve the system. The head office of a commercial bank should organize personnel to study and formulate specific and operable post-lending management measures as soon as possible. The "Measures" should focus on the establishment of post-loan risk early warning, response, prevention and resolution mechanisms, at the same time clarify responsibilities, formulate incentive measures, set up "high-voltage lines" for post-loan management, strictly regulate post-loan management behaviors, and severely punish those behaviors that should be done but not done or not done. (three) classification guidance, highlighting the key points. Post-loan management of customers can not be "one size fits all", but can be classified and guided according to the risk degree of customers. Loans to agricultural, industrial and commercial enterprises are mainly managed by industry and variety; For loans with high monopoly such as electricity and telecommunications and institutions such as schools and hospitals, the frequency of inspection can be appropriately reduced; It can be more simplified for low-risk business varieties such as personal consumption loans. At present, the focus of post-loan management should be normal customers and "marginal" customers. The so-called "marginal" customers refer to enterprises that are still in production and operation, but have potential risks or less serious factual risks, and have a worsening trend, with the aim of curbing the abnormal regeneration of non-performing loans at present. (4) Improve the post-loan management level. In recent years, with the changes of the national macroeconomic situation, the credit investment of commercial banks for large customers and projects has increased rapidly, and the loan concentration has increased significantly. While concentrating the benefits, it also concentrates the risks. However, these big customers and projects have high requirements for financial services, and bank management is difficult. If we only rely on the account manager who runs the bank, it is obviously unequal in status or ability. Therefore, it is necessary to learn from the experience of market development, cooperate with each other from top to bottom, improve the post-loan management level, especially the superior bank, and directly participate in the maintenance and management of developed customers. (5) Strengthen inspection and guidance. Whether it is the credit front desk or the credit back office, whether it is the credit department or the audit department, whether it is the superior bank or the same level bank, whether it is a regular inspection or an irregular inspection, whether it is a comprehensive inspection or a special inspection, it is necessary to take the development of post-loan management as the focus of the inspection. Through inspection, we can find problems in time, correct mistakes, sum up experience and severely punish violations, thus promoting the smooth development of this work. (6) Strict assessment. To formulate specific post-loan management assessment indicators, we should be visible, tangible and manageable, not a mere formality, and we should strictly assess them regularly and honor rewards and punishments. It is necessary to link the level and effect of post-loan management with the term goals of leaders at all levels. (7) Strengthen team building. This is a permanent topic and I don't need to repeat it. In addition to enriching personnel and improving quality, we should also pay special attention to maintaining the relative stability of the team of account managers, dilute the consciousness of "official standard" and adopt more economic incentives for outstanding account managers.