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论文编号：	11434
作者编号：	2320170351
上传时间：	2019/12/15 22:57:49
中文题目：	A电力公司资产管理优化策略研究
英文题目：	Research on Optimization Strategy of Assets Management of Electric Power Company A
指导老师：	邢金刚
中文关键字：	资产管理；资产全寿命周期；在役资产；退役资产；资产精益化
英文关键字：	Asset Management; Asset Life Cycle; In-service Asset; Retired Asset; Lean Asset
中文摘要：	在国有企业体制改革和输配电价改革的背景下，社会对国有资产的投资运营效率和效益更加关注，尤其是电力行业，更是关系到国家能源安全和经济命脉，公众对其安全运行的要求也越来越高。近两年，国家提出新的电改政策，输配电价定价模式改变、售电侧放开并引入竞争、增量配电业务投资放开、以有效资产为基础核定公司准许收入，对下一阶段公司资产管理工作重点都将产生深刻影响。在这种形势下，如何提高公司的资产管理水平已经成为了一个切实和紧迫的问题。 电网企业是资产密集型企业，具有安装地点分布广散、归口管理部门多、使用和保管部门繁杂、专业性强等特点。而电网企业的运营效益主要来源于输配变电业务，这些业务的基础是设备的安全、稳定、连续运行，优良的资产更是输配电价改革的重要依据。截至2019年，公司资产规模已经超过1000亿元，在役资产超过60万项。本论文针对该公司的资产管理现状、内外部环境和业务流程展开分析，重点关注在役资产和退役资产的管理问题，收集大量的业务数据，开展定性与定量分析，主要集中反映在效率、效益和合规性问题上。针对分析所发现的问题，运用资产管理相关理论和资产全寿命周期的管理方法，分别开展相应的优化策略研究，主要包括：管理模式变革、在役资产的运维成本控制和价值管理、有效资产评价体系的搭建和资产精益化评价体系的优化、退役资产报废/处置流程改进、业财融合、资产再利用管理提升及后评价，为A电力公司今后的资产管理水平的提升提供思路与方法。 文章的最后还对这些提升策略的实施保障提出建议，指明了后期工作的重点与方向，促进A电力公司资产管理水平的不断提升，也为将来的资产精益管理提供良好的基础。
英文摘要：	In the context of reforms in the state-owned enterprises and pricing model in the power transmission, the efficiency of the operation and investment in state-owned assets has caused a wide public concern in the society, especially in the electric power industry, as it is related to the energy security, as well as the economic development in China. The whole society is also increasing the demanding to the safe-running of the electric power system. In the recent 2 years, China government had proposed some new electricity reform policies, for example, the pricing model in the power transmission had been changed, the competition is opened from the power selling side, the investment in incremental power distribution business has been liberalized and the company’s permitted revenue has been approved on the basis of effective assets. These will all have deeply impact to the asset management in the next steps. Under this background, it becomes a more practical and urgent issue on how to improve the company's asset management level. Electric power grid enterprises are asset-intensive, they have the characters of wide distribution of installation sites, owned by various departments, many and diverse usage and management, strong professional, etc. However, the operating benefits of grid enterprises mainly comes from the power transmission and distribution of electrical substation, the basis of these business is the safety, stability and continuous operations of the equipment, the good assets are even one of the most important bases for the reform of the power transmission price. By 2019, the assets under the management of electric power company A have exceeded 100 billion CNY, and there are more than 600,000 assets are in service. This paper begins with the analysis on the current asset management status, internal & external environment and business process of Company A，mainly focus on the in-service and decommissioned asset management. By collecting large amount of business data, the qualitative and quantitative analysis support to reflect the result in the efficiency and compliance issue. Against the issue it found, the asset management related theory and asset life cycle management methodology are used to carry out the optimization strategy research, it consist of the following topics: the change of management model, maintenance cost control and value management of in-service assets, establish the evaluation system of effective assets, optimize the lean asset management evaluation system, improvement of the decommissioning assets scrap/disposal process, integration of business and finance, improve asset reuse management and the evaluation of the post-assessment of assets. All these researches provide the ideas and methodologies to the asset management improvement of electric power company A. At the end of the dissertation, it also puts forward proposals to the implementation of these improvement strategies, points out the focus and direction, in order to promotes the continuous improvement of the asset management level of electric power company A, and meanwhile establish a good foundation for lean asset management in future.
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