---
title: [OR] [AmB] [E3] [CBS] [1] [MPR] Map Processes and Resources
description: [OR] [AmB] [E3] [CBS] [1] [MPR] Map Processes and Resources
---

[eBook OR](https://blog.bcm-institute.org/ebook-or)

# [\[OR\] \[AmB\] \[E3\] \[CBS\] \[1\] \[MPR\] Map Processes and Resources](https://blog.bcm-institute.org/ebook-or/or-amb-e3-cbs-1-mpr-map-processes-and-resources)

 Written by [Moh Heng Goh](https://blog.bcm-institute.org/ebook-or/author/moh-heng-goh) | Jan 28, 2026 9:28:12 AM

### **CBS-1 Retail & Digital Banking**

Operational resilience requires financial institutions to understand, in detail, how their critical business services are delivered end-to-end and which processes and resources underpin them.

For AmBank, CBS-1: Retail & Digital Banking is a customer-facing and system-intensive service that must remain available, secure, and compliant even under severe but plausible disruption scenarios.

This chapter applies the “Mapping of Processes and Resources” principle by decomposing CBS-1 into its Sub-CBS and systematically mapping each to its supporting processes, people, technology, third-party vendors, and upstream/downstream dependencies.

This mapping forms a foundational input for impact tolerance setting, vulnerability identification, and scenario testing, as described in operational resilience practices.

###### Table P3: Map Processes and Resources for CBS-1

| Sub-CBS Code | Sub-CBS | Key Processes | People | Technology (Applications & Infrastructure) | Third-Party Vendors | Upstream / Downstream Dependencies |
| --- | --- | --- | --- | --- | --- | --- |
| 1.1 | Customer Onboarding & KYC | Customer registration, identity verification, KYC screening, risk profiling, and account activation | Branch staff, Digital onboarding team, Compliance officers, AML analysts | eKYC platforms, Core Banking System (CBS), Document management system, Identity verification tools, Secure databases | Identity verification providers, Credit bureaus, AML screening vendors | Upstream: Customer data inputs, national ID systems Downstream: Account opening, transaction enablement |
| 1.2 | Digital Banking Platform Provisioning | User access provisioning, credential issuance, device binding, and entitlement management | Digital banking operations team, IT support, Cybersecurity team | Internet & Mobile Banking platforms, IAM systems, API gateways, Cloud/on-prem infrastructure | Cloud service providers, App store platforms, Security solution vendors | Upstream: Successful onboarding & KYC Downstream: Transactions, payments, customer self-service |
| 1.3 | Transaction Processing Services | Funds transfer processing, balance updates, posting & clearing, exception handling | Operations processing staff, IT operations, Fraud monitoring analysts | Core Banking System, Transaction processing engines, Middleware, Databases, Network infrastructure | Payment processors, SWIFT network, System integrators | Upstream: Digital channels, customer instructions Downstream: Payments, account statements, reconciliation |
| 1.4 | Digital Payments & Settlement | Payment initiation, validation, clearing, settlement, and dispute handling | Payments operations team, Treasury staff, Compliance team | Payment gateways, Real-time payment systems (e.g. DuitNow), Settlement engines, Monitoring tools | National payment networks, Card schemes, and clearing houses | Upstream: Transaction processing services Downstream: Merchant settlement, customer confirmations |
| 1.5 | Loan & Credit Product Management | Credit assessment, approval workflows, loan disbursement, and repayment processing | Relationship managers, Credit officers, Risk analysts | Loan origination systems, Credit scoring engines, CBS, Document systems | Credit bureaus, Valuation service providers | Upstream: Customer data, credit information Downstream: Loan servicing, collections |
| 1.6 | Deposit & Savings Product Management | Account maintenance, interest calculation, product configuration, and maturity handling | Product managers, Operations staff, Finance team | Core Banking System, Product configuration modules, Interest engines | IT vendors supporting CBS, Regulatory reporting vendors | Upstream: Account opening processes Downstream: Customer balances, financial reporting |
| 1.7 | Customer Support & Service Resolution | Enquiry handling, complaint resolution, service requests, and incident escalation | Contact centre agents, Branch service staff, Service quality managers | CRM systems, Ticketing tools, Call centre platforms, Knowledge bases | Call centre service providers, CRM vendors | Upstream: Customer issues & incidents Downstream: Retention, regulatory complaints handling |
| 1.8 | Compliance, Risk & Security Monitoring | Transaction monitoring, fraud detection, cyber monitoring, regulatory reporting | Risk management team, Compliance officers, SOC analysts | Fraud monitoring systems, SIEM tools, GRC platforms, and data warehouses | Cybersecurity vendors, RegTech providers | Upstream: Transactions, customer behaviour data Downstream: Incident response, regulatory action |
| 1.9 | Data Analytics & Personalisation | Data aggregation, customer segmentation, analytics modelling, and offer personalisation | Data analysts, Data scientists, Marketing team | Data lakes, Analytics platforms, AI/ML tools, BI dashboards | Cloud analytics providers, Data enrichment vendors | Upstream: Transaction & customer data Downstream: Product offers, customer engagement |
| 1.10 | Back-office Support & Reconciliation | End-of-day processing, reconciliation, reporting, exception resolution | Back-office operations staff, Finance team, Internal audit | Reconciliation tools, Reporting systems, CBS, Data warehouses | Financial reporting solution providers, Auditors | Upstream: Transaction & payment systems Downstream: Financial statements, regulatory submissions |

 

The mapping of processes and resources for CBS-1 Retail & Digital Banking enables AmBank to clearly understand how critical services are delivered, where concentration risks exist, and which dependencies could amplify disruption.

By identifying the people, technology, and third-party components supporting each Sub-CBS, AmBank is better positioned to assess vulnerabilities and operational fragilities.

This mapping directly supports scenario testing, allowing AmBank to simulate severe but plausible disruptions—such as system outages, third-party failures, or cyber incidents—and evaluate whether impact tolerances can be met.

As such, this chapter provides a crucial bridge between service identification and resilience validation, reinforcing AmBank’s ability to protect customers, maintain trust, and meet regulatory expectations under stressed conditions.

 

| Operational Resilience Framework: A Case Study of AmBank Malaysia |  |  |  |  |  |
| --- | --- | --- | --- | --- | --- |
| **eBook 3: Starting Your OR Implementation** |  |  |  |  |  |
| **CBS-1 Retail & Digital Banking** |  |  |  |  |  |
| **CBS-1 DP** | **CBS-1 MD** | **CBS-1 MPR** | **CBS-1 ITo** | **CBS-1 SuPS** | **CBS-1 ST** |
|  |  |  |  |  |  |

Gain Competency: For organisations looking to accelerate their journey, BCM Institute’s training and certification programs, including the OR-5000 Operational Resilience Expert Implementer course, provide in-depth insights and practical toolkits for effectively embedding this model.

#### More Information About OR-5000 \[OR-5\] or OR-300 \[OR-3\]

To learn more about the course and schedule, click the buttons below for the OR-300 Operational Resilience Implementer course and the OR-5000 Operational Resilience Expert Implementer course.

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| --- | --- | --- |
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|  | If you have any questions, click to contact us. |  |
|  |  |  |

 

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