CBS-9 Credit Card Issuing and Acquiring Services
Mapping the interconnections and interdependencies for Metrobank’s CBS-9 Credit Card Issuing and Acquiring Services is a critical exercise under the framework of operational resilience. It enables the bank to identify and understand how various people, processes, technologies, and third-party service providers contribute to the delivery of this essential financial service.
By systematically mapping these dependencies, Metrobank can better anticipate potential disruption impacts, design effective response strategies, and ensure continuity of service for both cardholders and merchants.
This mapping also supports compliance with regulatory expectations on operational resilience, ensuring that dependencies—both internal and external—are clearly defined and managed across the card value chain.
Table P2: Map Dependency for CBS-9
|
Sub-CBS Code |
Sub-CBS |
Dependency Type |
Dependency Detail (What/Who is involved) |
Connectivity (How it connects/interacts with the CBS or other components) |
|
9.1 |
Credit Card Application and Onboarding |
People |
Customer service staff, credit analysts, and risk management team |
Review and approve applications; connect with underwriting and risk scoring systems. |
|
|
|
Process |
Application intake, KYC verification, credit scoring, and approval workflow |
Integrated with a digital banking platform and core banking for applicant validation. |
|
|
|
Technology |
CRM systems, credit scoring engines, and onboarding portals |
Data feeds from applicant systems into Metrobank’s CRM and credit decisioning engines. |
|
|
|
Third Party |
Credit bureaus, document verification vendors |
Exchange data for credit history and identity verification. |
|
9.2 |
Card Issuance and Fulfilment |
People |
Card operations team, printing and dispatch staff |
Manage personalisation and physical distribution of cards. |
|
|
|
Process |
Card personalisation, PIN generation, card packaging, and delivery |
Linked with secure card production facilities and delivery logistics. |
|
|
|
Technology |
Card management system (CMS), PIN mailer system |
Data exchange with a secure CMS for card data generation. |
|
|
|
Third Party |
Card manufacturing vendors, courier partners |
Physical card production and delivery to customers. |
|
9.3 |
Transaction Authorisation and Processing |
People |
Transaction monitoring and fraud operations team |
Oversee transaction integrity and escalation of suspicious activities. |
|
|
|
Process |
Transaction routing, authorisation, and settlement |
Core function integrated with network processors (Visa/Mastercard). |
|
|
|
Technology |
Payment gateway, authorisation engine, switch, core banking system |
Enables real-time transaction approval and settlement. |
|
|
|
Third Party |
Visa, Mastercard, payment processors |
Provide authorisation and network-level clearing services. |
|
9.4 |
Merchant Acquiring and Onboarding |
People |
Merchant relationship managers, sales support |
Engage merchants and validate credentials before onboarding. |
|
|
|
Process |
Merchant registration, risk evaluation, and contract setup |
Integrated with the acquiring platform and risk assessment tools. |
|
|
|
Technology |
Merchant onboarding portal, acquiring management system |
Links merchants with transaction processing systems. |
|
|
|
Third Party |
POS terminal vendors, merchant verification agencies |
Supply POS devices and validate merchant details. |
|
9.5 |
Merchant Transaction and Settlement Services |
People |
Reconciliation team, finance operations |
Manage daily settlement and resolve reconciliation mismatches. |
|
|
|
Process |
Transaction batching, settlement processing, and reconciliation |
Linked with payment networks and Metrobank’s treasury. |
|
|
|
Technology |
Settlement engine, core accounting system |
Automated data flow from transaction processor to ledger. |
|
|
|
Third Party |
Visa/Mastercard, payment gateways, and clearing banks |
Handle interbank fund transfers and network settlements. |
|
9.6 |
Cardholder Servicing and Collections |
People |
Customer service officers, collection agents |
Respond to inquiries, handle billing issues, and pursue collections. |
|
|
|
Process |
Dispute resolution, billing, payment posting, and delinquency management |
Connected with call centre CRM and billing systems. |
|
|
|
Technology |
Call centre systems, billing platform, IVR, CRM |
Integrates real-time data from CMS and core banking. |
|
|
|
Third Party |
Outsourced collection agencies, contact centre partners |
Manage overdue accounts and provide after-hours support. |
|
9.7 |
Fraud Detection and Security Monitoring |
People |
Fraud investigation officers, cybersecurity team |
Monitor suspicious transactions and trigger investigations. |
|
|
|
Process |
Real-time monitoring, rule management, and case handling |
Continuous link with authorisation systems for rule-based alerts. |
|
|
|
Technology |
Fraud detection system, SIEM tools, transaction monitoring dashboard |
Data correlation with network authorisations and user behaviour. |
|
|
|
Third Party |
Fraud detection service providers, card networks |
Provide fraud intelligence and global alert data. |
|
9.8 |
Compliance and Regulatory Management |
People |
Compliance officers, legal and audit teams |
Oversee adherence to BSP, AMLA, and data protection regulations. |
|
|
|
Process |
AML monitoring, transaction reporting, and audit review |
Aligned with the enterprise compliance framework and operational risk systems. |
|
|
|
Technology |
Regulatory reporting tools, compliance dashboards, and an AML system |
Feeds data from transaction and customer databases for reporting. |
|
|
|
Third Party |
Regulators (BSP), external auditors, AML service providers |
Submit required reports and undergo compliance reviews. |
In summary, mapping the dependencies for CBS-9 Credit Card Issuing and Acquiring Services at Metrobank reveals the intricate network of interrelated functions, systems, and external partners that sustain the end-to-end delivery of card services.
Each Sub-CBS—from application onboarding to compliance management—relies on seamless coordination among people, processes, technologies, and third parties.
Recognising these interdependencies enhances Metrobank’s ability to identify critical vulnerabilities, strengthen risk controls, and ensure service continuity during disruptions.
This exercise forms a foundation for deeper operational resilience planning, guiding the bank toward maintaining customer trust and regulatory compliance even under severe but plausible disruption scenarios.
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.

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