外文翻譯--銀行將在中國開展供應(yīng)鏈金融服務(wù)（節(jié)選）

1、<p>　　中文3300字，1950單詞，1萬英文字符</p><p><b>　　原文 </b></p><p>　　Banks Turn to China for Supply Chain Financing</p><p>　　Material Source: Group Product Manager, Supply Chai

2、n Finance, Standard Chartered Bank</p><p>　　Author: Brandon Feng</p><p>　　Synopsis: </p><p>　　In times when clients of regional banks are increasing their dealings in China without

3、the protection of letters of credit, such banks will need to enter into partnerships with supply chain financing in Asia. This will enable them to remain competitive in their home markets, especially against more global

4、banks. </p><p>　　OECD Companies Expanding Trade With China </p><p>　　There are a number of strong regional banks in the United States, the European Union and Australia whose strategy revolves ar

5、ound being a comprehensive provider of banking products and services to corporate clients in their home markets. But as these companies seek to become more globally competitive, they are constantly looking to expand thei

6、r markets and achieve cost efficiencies by shifting sourcing to low-cost manufacturing bases. A market that accounts for the most significant contributor t</p><p>　　This has resulted in rapid growth in trade

7、 in the last decade between China and companies from countries in the Organisation for Economic Co-operation and Development (OECD). </p><p>　　This trend has implications for regional banks in developed mark

8、ets (‘OECD banks’) in terms of their ability to provide full trade services for their corporate clients. They need to develop a good understanding of China to be able to cover their clients’ trade with companies there. T

9、his involves providing risk protection, arranging for finance at both ends of the transaction, and generally facilitating efficient trade. </p><p>　　OECD Banks and Companies Used to Benefit from Letters of C

10、redit </p><p>　　The challenge for OECD banks with no presence in China would not have seemed so insurmountable in the era when most international trade was conducted using letters of credit (LCs). By enterin

11、g into correspondent banking tie-ups with Chinese banks, OECD banks could mitigatea lot of the risks of trading with Chinese companies. LCs enabled the OECD banks to extend their trade offerings to cover both sides of th

12、eir clients’ trade with China. </p><p>　　For exports, the OECD banks could use the LC from the buyer’s bank in China (with their own confirmation) to not only protect their customer against buyer risk but al

13、so provide efficient financing and settlement of their export transactions. Similarly, for their clients’ imports from China, the OECD banks could open LCs to not only ensure a degree of certainty that the right goods we

14、re being shipped, but also enable their Chinese correspondent banks to provide financing support for suppliers. </p><p>　　But, because of the extra costs, the increasing influence of buyers and the manpower-

15、intensive nature, the luxury of an LC is fast disappearing. </p><p>　　OECD Banks May Need Partnerships With Supply Chain Finance Providers </p><p>　　In an environment where the comfort of an LC

16、can no longer be assumed, it will become imperative for OECD banks to forge supply chain financing partnerships with banks that have a physical presence in China. These relationships will have to be far deeper than mere

17、correspondent banking. </p><p>　　In the absence of such partnerships, OECD banks will find it difficult to protect their clients’business in their home markets against banks that are more global and that hav

18、e a presence across the OECD and emerging markets. </p><p>　　A New Approach to Supply Chain Finance </p><p>　　Supply chain financing is the response to an emerging need for banks to play a more

19、active role in the activities of a company’s suppliers and buyers. This need was a direct outcome of the changes that companies had begun to implement as a part of their supply chain management initiatives. Some of the f

20、actors behind such changes are explained below. </p><p>　　Increased outsourcing </p><p>　　Companies have increasingly begun to outsource many parts of their manufacturing and distribution activi

21、ties to external members of their supply chain. This means that their suppliers now manufacture more and therefore hold more work in progress and finished goods inventory than before, a large part of which the company wo

22、uld have been holding on its balance sheet before outsourcing. </p><p>　　Similarly, they try to push finished goods to their distributors and stockists as soon as possible, so that goods can be held closer t

23、o the consumer. This again means that the company’s distributors hold more stock than the company itself. What all this means is that a significant portion of the company’s erstwhile working capital financing needs have

24、been pushed on to the balance sheets of their suppliers and distributors. </p><p>　　Financing constraints </p><p>　　The suppliers and buyers are usually of much smaller size than the company its

25、elf and their ability to raise competitive financing on their own is limited. The additional working capital needs created by the increased outsourcing discussed above only exacerbate this problem. This adversely affects

26、 the company in that suppliers will find it difficult to offer the company the credit terms they need, and distributors will find it difficult to buy and stock more products unless the company is willin</p><p&

27、gt;　　Increased financing costs </p><p>　　A direct consequence of the above is that when suppliers and buyers borrow locally on the strength of their own balance sheets, the price they pay for this financing

28、is a lot higher than it would befor the company. In the case of suppliers, this means the higher cost of financing is passed on to the company, thereby increasing the cost of goods. In the case of distributors, this mean

29、s that their margin on the company’s products is reduced. </p><p>　　Increasing credit exposure </p><p>　　The above means that the only way companies can increase sales through their distribution

30、 channel is by giving trade credit. Increasing sales by increasing the credit period has the obvious ill effect of increasing trade debtors on the company’s balance sheet and therefore making the balance sheet riskier. &

31、lt;/p><p>　　Why Supply Chain Financing is Different </p><p>　　Supply chain financing is a relatively new concept in the banking industry, where a bank examines the company’s supply chain and provid

32、es finance to key suppliers and distributors (collectively referred to as “channel partners”) for their sales to the company and their purchases from the company, as the case may be. </p><p>　　Supply chain f

33、inancing differs from traditional bank financing in two significant ways (see Figure 3 for Standard Chartered’s approach). First, the bank involved does not evaluate the individual channel partners to whom it is providin

34、g finance on a stand-alone basis. Rather it evaluates the company in terms of its financial strength and market position, and, more importantly, the effectiveness of its supply chain management practices. If there is dem

35、onstrable ‘stickiness’ in the company’s supply</p><p>　　Below is an evaluation of three possible options available to OECD banks to enter into partnerships with banks that have strong supply chain financing

36、capabilities and a local presence in China. </p><p>　　Option 1: Supplier Finance Partnerships </p><p>　　Under its supplier finance programme, Standard Chartered offers packaged pre- and post-shi

37、pment finance to eligible suppliers of the OECD banks’ clients. Standard Chartered works closely with the OECD bank to understand and evaluate their clients’ procurement and supplier management policies. Individual suppl

38、iers will be assessed within the context of the company’s supply chain, based on which facilities will be set up for the suppliers. This finance is provided for those parts of the suppliers’</p><p>　　The sup

39、pliers can be financed under this product in two ways: pre-shipment and post-shipment. </p><p>　　The bank provides pre-shipment financing to a strategic supplier who is the recipient of a purchase order or a

40、n LC from its corporate client. The supplier would be given a pre-shipment loan of up to a fixed percentage of the value of the purchase order. Once the supplier has shipped the goods and submitted the invoice, along wit

41、h evidence of transport to the bank, the pre- shipment loan would be automatically converted to a post-shipment advance. Payment for the invoice would be made directly on</p><p>　　For suppliers who do not qu

42、alify for pre-shipment finance based on the bank’s assessment of their importance in the company’s supply chain, the bank will only provide post-shipment finance. The bank provides post-shipment finance to the supplier a

43、fter the supplier has shipped goods to the client. The post-shipment finance is liquidated on the due date from the payment received by the bank from its corporate client directly for the invoice. </p><p>　　

44、Option 2: Import Factoring Partnerships </p><p>　　Factoring is a complete working capital solution that has four main elements: financing, credit risk protection, sales ledger management and collection servi

45、ces </p><p>　　The OECD exporter and its bank, the OECD bank (called the export factor), enter into an agreement under which the factor buys the clients’ trade receivables, usually without recourse, and assum

46、es responsibility for the buyer’s financial ability to pay. </p><p>　　In cases where the buyer is in China (and most other Asian countries), the OECD bank can enter into an arrangement with an import factor

47、in Asia, such as Standard Chartered. Under such an arrangement, the OECD bank would enter into an inter-factor agreement with Standard Chartered (called the import factor), and in turn assign the receivables to the impor

48、t factor. </p><p>　　The import factor would then carry out a credit investigation on the buyer (if the buyer had not already been researched by the import factor) and establish credit limits. </p><

49、;p>　　Once the seller dispatches goods and invoices to the buyer, it would submit details of the invoices to the export factor, which would then forward it to the import factor. The export factor at this stage may adva

50、nce up to 90% of the invoice value to the seller. The import factor can also do the financing in cases where the export factor so chooses. </p><p>　　The import factor collects the debts from the buyer on beh

51、alf of the export factor and remits proceeds to the export factor. </p><p>　　If the buyer goes bankrupt or is unable to pay its debts for credit reasons, the import factor would pay the export factor 100% of

52、 the debts. The export factor passes on this money to the seller after settling any outstanding matters. </p><p>　　Option 3: Silent Payment Guarantees </p><p>　　There are a lot of instances wher

53、e exporters in OECD markets receive large orders from Chinese or other Asian buyers about whom they do not have much knowledge concerning credit-worthiness. </p><p>　　The exporters require some comfort that

54、once they ship the goods, they will get paid. That is, they need assurance against insolvency - of the buyer and the country - before they undertake any work. </p><p>　　With LCs, the exporter is protected ag

55、ainst buyer insolvency and, by adding confirmation to the LC, the OECD bank can provide protection against the Chinese bank and country risk. But this is not possible with open accounts. </p><p>　　Silent pay

56、ment guarantee is a possible solution. Here, the OECD bank can tie in with a financially strong partner with a large presence in China or Asia to provide silent payment guarantees in favour of the OECD bank’s exporter cl

57、ients. This guarantee will be issued without the express knowledge or consent of the Asian buyer and will cover the exporter against buyer insolvency and country risk.   </p><p><b>　　譯文 </b>

58、</p><p>　　銀行將在中國開展供應(yīng)鏈金融服務(wù)</p><p>　　資料來源: 渣打銀行供應(yīng)鏈金融生產(chǎn)部</p><p>　　作者: Brandon Feng 等</p><p><b>　　摘要 </b></p><p>　　時下， 當區(qū)域性銀行的顧客在中國增加他們的交易額而沒有信用證保護

59、的時候， 這些銀行需要在亞洲組建一個共同體——供應(yīng)鏈金融體系。 這將盡可能地使他們在國內(nèi)市場上保持競爭力， 特別是對抗更多的全球銀行。 </p><p>　　經(jīng)濟合作與發(fā)展組織擴大同中國的貿(mào)易 </p><p>　　在美國， 有很多強大的區(qū)域性銀行， 歐盟銀行和澳大利亞銀行的策略是圍繞在他們本國市場為法人客戶提供一整套涉及范圍廣且相應(yīng)完整的銀行產(chǎn)品銷售體系和相應(yīng)服務(wù)。 但是， 當這些公司在

60、不斷尋求發(fā)展使之成為更具有全球化競爭力的時， 他們不斷地期盼將市場擴大和通過將制造基地轉(zhuǎn)移到低成本區(qū)以實現(xiàn)低成本戰(zhàn)略。 通過市場占比所得， 中國是制造基地轉(zhuǎn)移就好的選擇。 對于一個發(fā)達國家的公司而言， 中國市場不僅是最大、 發(fā)展最快的市場， 更是一個最有經(jīng)濟效益的供應(yīng)地。 </p><p>　　這也導(dǎo)致了在過去十年中， 經(jīng)合組織成員國企業(yè)和中國企業(yè)之間市貿(mào)易的迅速增長。 </p><p>

61、　　這一趨勢對要求在經(jīng)合組織中的區(qū)域性銀行盡其所能地對他們的法人客戶提供一整套完備的貿(mào)易服務(wù)。 他們需要更好地去了解中國企業(yè)以使他們的業(yè)務(wù)能覆蓋到所有企業(yè)貿(mào)易活動中。 這其中包括提供風險防范， 安排好交易雙方資金， 和促進交易地有效進行。 </p><p>　　經(jīng)合組織銀行和公司之間的交易通常有賴于信用證 </p><p>　　經(jīng)合組織銀行所面臨的挑戰(zhàn)不存在于中國——在當代， 并不是沒有可

62、能實現(xiàn)在大多數(shù)國際貿(mào)易中使用信用憑證的理想。 通過加入代理銀行與中國銀行的聯(lián)合休， 經(jīng)合組織銀行將會減輕在與中國公司交易中的許多風險。 信用憑證使經(jīng)合組織的銀行將他們的對中國客戶的交易服務(wù)全面擴展到了交易雙方。 </p><p>　　例如， 經(jīng)合組織的銀行將可以使用從中國的買方銀行取得的(他們自己確認的) 信用憑證， 這樣不僅可以保護他們的顧客對抗買方所帶來的風險， 還可以為他們提供高效的融資和對貨物出口的安排。

63、 同樣地說， 當客戶從中國進口 商品時， 經(jīng)合組織的銀行可以使用信用憑證， 這樣不僅可以在一定程度上確保正確的商品被運往， 他們的中國代理行還能夠為企業(yè)提供融資支持。 </p><p>　　但是， 因為額外費用的存在， 加劇了購買者與勞動力之間的影響——他們之間的集約性， 享用信用憑證也將很快地消失。 </p><p>　　經(jīng)合組織銀行可能需要與供應(yīng)鏈合作開展金融服務(wù) </p>

64、<p>　　當長期使用信用憑證不再是一個假設(shè)時， 這將會使經(jīng)合組織銀行在華與銀行共同打造供應(yīng)鏈融資合作伙伴群的最現(xiàn)實表現(xiàn)。 這些關(guān)系勢必將會更進一步地提升銀行間的代理業(yè)務(wù)。 </p><p>　　當缺乏這樣的合作體時， 經(jīng)合組織的銀行將會發(fā)現(xiàn)很難在本地市場保護客戶的交易， 尤其是更全球化和參加經(jīng)合組織和興新市場的銀行。 </p><p>　　一種新的方法——供應(yīng)鏈金融 <

65、;/p><p>　　供應(yīng)鏈金融對于銀行是一個新興的需要， 它在供應(yīng)商和買家的之間發(fā)揮著積極的作用。 這種需要是公司已經(jīng)開始落實其供應(yīng)鏈管理計劃中一部分而改變的直接結(jié)果。 這種變化的原因如下所述。 </p><p><b>　　增加的外包 </b></p><p>　　許多公司越來越多地開始對一些制造環(huán)節(jié)與貨物分配、 銷售活動進行了外包。 這意味著供

66、應(yīng)商能制造更多， 因此， 可以更有效的控制在產(chǎn)品的生產(chǎn)和產(chǎn)成品入庫， 這將改變以往公司資產(chǎn)負債表被庫存商品占相當一大部的現(xiàn)象。 </p><p>　　同樣地， 他們試圖在盡可能快的時間里將所有的貨物分銷給他們的分銷商和提供商， 以便使顧客更容易接受商品。 因此， 這些分銷商持有的商品就比公司本身要多。 所有這些都意味著公司以往需要的周轉(zhuǎn)資金中有一大部分應(yīng)從供應(yīng)商和分銷商的資產(chǎn)負債表中得到。 </p>

67、<p><b>　　融資約束 </b></p><p>　　供應(yīng)商和分銷商通常是一些規(guī)模較小和自身競爭融資能力有限的公司。 建立在以上增加外包討論的基礎(chǔ)上， 這些額外的工作資金只會加劇此問題的發(fā)展。這些不利的影響將會導(dǎo)致供應(yīng)商們發(fā)現(xiàn)很難從中心企業(yè)取得他們所需要的賒銷 條件， 而分銷商也會發(fā)現(xiàn)購買、 放置更多商品是很困難的， 除非公司愿意擴大他們賒銷條件。 </p>

68、<p><b>　　增加的融資費用 </b></p><p>　　上述的直接后果是當供應(yīng)商和銷售商憑借自己的資產(chǎn)負債表力量去融資時， 他們所要付出的代價要遠遠高于他們與企業(yè)之間的成本。 就供應(yīng)商來講，這意味著高出來的融資成本將轉(zhuǎn)移供應(yīng)物的價格上。 而對銷售商而言， 這意味著自己公司的產(chǎn)品利潤將減少。 </p><p><b>　　提高信貸風險 &l

69、t;/b></p><p>　　根據(jù)以上所述， 企業(yè)若想提高他的銷售， 唯一的途徑就是使分銷商的信用增加。 通過增加信用期限來提高銷售會增加公司資產(chǎn)負債表上的應(yīng)收賬款， 從而影響資產(chǎn)負債表加劇表現(xiàn)出來的風險。 </p><p>　　供應(yīng)鏈融資為什么不同 </p><p>　　供應(yīng)鏈融資在銀行業(yè)中是一個相對較新的概念， 銀行在調(diào)查公司供應(yīng)鏈和公司主要供應(yīng)商和分銷

70、商(統(tǒng)稱為“渠道合作伙伴” ) 后， 有可能向他們提供貸款。 </p><p>　　供應(yīng)鏈融資在兩重要的方面不同于傳統(tǒng)銀行融資。 首先， 對供應(yīng)鏈成員的信貸準入評估不是孤立的。 銀行將首先評估核心企業(yè)的財務(wù)實力和行業(yè)地位， 以及它對整個供應(yīng)鏈的管理效率。 如果條件滿足， 而且證明整條供應(yīng)鏈聯(lián)系足夠緊密， 銀行將為成員提供融資安排， 并且不會對成員的財務(wù)狀況作特別的評估。 對成員融資準入評價的重點在于它對整個供應(yīng)鏈

71、的重要性、 地位， 以及與核心企業(yè)既往的交易歷史。 其次對成員的融資嚴格限定于其與核心企業(yè)之間的貿(mào)易背景， 嚴格控制資金的挪用， 以針對性的技術(shù)措施引入核心企業(yè)的資信， 作為控制授信風險的輔助手段。 另外， 供應(yīng)鏈融資還強調(diào)授信還款來源的自償性， 即引導(dǎo)銷售收入直接用于償還信用。 </p><p>　　以下有三種方法可以幫助經(jīng)合組織銀行與具有強大供應(yīng)鏈融資實力和中國本地銀行開展合作。 </p>&l

72、t;p>　　方法 1: 供應(yīng)商融資伙伴關(guān)系 </p><p>　　在供應(yīng)商融資方案中， 渣打銀行向經(jīng)合組織銀行的合格供應(yīng)商提供事前和事后一整套的融資服務(wù)。 渣打銀行致力于使經(jīng)合組織銀行明白和評估他們客戶的物資和供應(yīng)商管理的政策。 核心供應(yīng)商將基于相關(guān)供應(yīng)鏈上下游的企業(yè)對其進行評估。 這些供應(yīng)商與核心企業(yè)之間的直接交易信息和基于強大關(guān)系鏈的支持為此融資提供了可靠的保證。 </p><p&g

73、t;　　供應(yīng)商取得該融資有兩種方式: 先票貨和款后貨授信。 </p><p>　　當供應(yīng)商采取賒銷方式或從核心企業(yè)處取得授信后， 銀行將為其提供先票貨授信。 供應(yīng)商所能取得的貸款額度是由購貨訂單的價值決定的。 一旦供貨商將貨物裝運并開據(jù)發(fā)票， 銀行根據(jù)貨物到達情況， 先票貨授信會自動變成款后貨授信。 收到的貨款將按預(yù)期直接清償貸款。 </p><p>　　對于供應(yīng)商是否有資格獲取先票貨授信

74、是以銀行對他們在供應(yīng)鏈中的重要性評估為依據(jù)的， 銀行將只提供款后貨授信。 銀行向供應(yīng)商提供款后貨授信是在供應(yīng)商將貨物裝運給顧客之后。 而款后貨授信的到期日清償是銀行直接從顧客支付的賬款中扣除。 </p><p>　　方法 2: 進口保理業(yè)務(wù)伙伴關(guān)系 </p><p>　　保理業(yè)務(wù)是一個完整的營運資金的解決方案， 它有四個主要因素: 融資，信用風險保護， 銷售分戶賬管理和收集服務(wù)。 <

75、/p><p>　　經(jīng)合組織的出口國及其銀行, 經(jīng)合組織銀行(被稱為出口代理商) , 參與代理商向顧客購買應(yīng)收賬款的協(xié)議， 通常沒有追索權(quán)， 并由購買方的財務(wù)支付能力承擔責任。 </p><p>　　在某些情況下， 當買家是在中國時(或者其它多數(shù)亞洲國家) , 經(jīng)合組織銀行會與一個亞洲的進口保理商達成安排, 如渣打銀行。 在這樣的安排下, 經(jīng)合組織銀行會與渣打銀行(稱為進口保理商) 協(xié)簽訂一個內(nèi)

76、部保理協(xié)議, 反過來, 經(jīng)合組織銀行會指定應(yīng)收賬款到這些進口保理商。 </p><p>　　進口保理商然后會對買方展開信用調(diào)查 (如果買方還沒有被進口保理商調(diào)查過) 和建立信用限額。 </p><p>　　一旦賣方將商品和發(fā)票派發(fā)給買方, 這就會將發(fā)票的細節(jié)提交給出口保理商, 然后把它轉(zhuǎn)送給進口保理商。出口保理商在這個階段可能會把給賣方的發(fā)票金額提高到 90%。 在出口保理商這么選擇的情況

77、下， 進口保理商也可以做這樣 的融資。 </p><p>　　進口保理商代表出口保理商從買方那里收集債務(wù)和將收益匯給出口代理商。 </p><p>　　如果買方破產(chǎn)或因為信用的原因無力償還其債務(wù), 進口保理商將承擔出口保理商 100%的債務(wù)。 出口保理商會在解決任何未決事項之后將這些錢傳遞給賣方。 </p><p>　　方法 3: 沉默付款擔保 </p>

78、<p>　　很多例子表明， 在經(jīng)合組織國間的市場中， 出口商收到很多從中國或其他亞洲購買商的訂單， 而這些購買商往往存在著信貸知識較為缺乏的狀況。</p><p>　　當出口商發(fā)送貨物后， 他們需要過一段緩和期才能收到貨款。 這就意味著他們需要相應(yīng)的保障去抵抗倒閉的風險——從買家或政府處——在他們做出貿(mào)易承諾前。 </p><p>　　通過信用憑證可以使出口商免受購貨商的破產(chǎn)

79、或無力支付， 同時對信用證的確認， 經(jīng)合組織銀行可以提供相應(yīng)保護對抗中國銀行和國家的風險。 但是，這一切并不僅僅只是開戶可以實現(xiàn)的。 </p><p>　　沉默付款擔保是一個潛在的解決方案。 在這里， 經(jīng)合組織銀行可以與中國或亞洲的其他地區(qū)并且擁有強大財力的大企業(yè)一起配合提供沉默付款擔保以此來保證經(jīng)合組織銀行的出口商客戶利益。 這種擔保業(yè)務(wù)將彌補亞洲買家沒有進口知識或默認的空白， 同時也能使出口商規(guī)避買方的破產(chǎn)和