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论文编号：	15770
作者编号：	2320233966
上传时间：	2025/12/9 22:53:03
中文题目：	数智背景下NH供电公司的低碳转型战略研究
英文题目：	Research on the Low-Carbon Transformation Strategy of NH Power Supply Company in the Digital and Intelligent Context
指导老师：	古志辉教授
中文关键字：	双碳目标；低碳转型；数字化战略；供电企业；战略路径
英文关键字：	Dual-Carbon goals; Low-Carbon transformation; Digital strategy; Power supply enterprises; Strategic path; Implementation framework
中文摘要：	在“碳达峰、碳中和”国家战略全面推进和新一轮电力体制改革持续深化的双重背景下，供电企业正面临前所未有的战略转型压力与高质量发展要求。传统供电企业依靠增量电量、规模投资与物理资产扩张的增长模式已难以为继，现阶段，企业亟需在保障能源安全、提高运行效率的基础上，积极履行碳减排责任，转向绿色、智能融合的发展路径。与此同时，以大数据、人工智能、区块链、物联网等为代表的新兴数字技术日益成为能源系统变革的重要推力，为供电企业推动管理重塑、价值重构与生态协同提供了新的可能。因此，如何在“双碳”目标牵引下，通过数字化手段推动低碳转型，构建可落地、可持续的战略与实施路径，成为当前供电企业战略管理中的核心议题。 本研究以NH供电公司为典型案例对象，围绕“供电企业如何实现低碳转型与数字化融合发展”这一核心问题，采用理论分析与案例分析相结合的方法，系统探讨企业的战略定位逻辑、路径选择机制与转型体系的设计问题。本研究综合运用了PEST分析、波特五力模型、SWOT分析、TOWS矩阵等战略管理工具，并结合NH供电公司现实情况，政策支持等方面，从“环境扫描—能力评估—战略选择—路径实施”的完整链条出发，构建了一套适用于区域供电企业在双碳背景下开展低碳战略转型的研究框架。 首先，研究在梳理“双碳战略”与“电力系统数字化”政策逻辑基础上，界定了“电碳融合”“绿色电力市场”“数智底座”等关键概念，并总结当前国内外在低碳转型与数字化战略领域的研究现状与不足，为后文研究奠定理论基础。其次，研究通过对NH供电公司外部环境的PEST分析，识别出政策压力叠加、市场需求分化、社会环保意识增强与技术更迭加速等宏观驱动因素，并结合波特五力模型，揭示了供电企业在上下游博弈、替代威胁、行业集中度等方面所面临的结构性挑战。同时，从企业内部出发，系统梳理了其在清洁能源接入、节能减排、碳排放核算、数字化基础设施建设等方面的基础能力与现实瓶颈，并基于SWOT模型对其战略方向进行归纳分析。 在此基础上，文章明确提出企业需实现“三个转变”，即从物理资产驱动向数字底座驱动，从单一供电服务向低碳价值运营，从独立业务推进向生态协同发展，构建“智能电网—电碳融合—绿色服务”三大战略主线，搭建涵盖资源基础、技术能力、服务能力的战略目标体系。通过TOWS矩阵将外部机会与内部优势匹配，形成多组具体策略组合，并结合企业发展节奏提出“试点先行—系统集成—平台跃迁”的阶段推进模式，确保战略具备逻辑闭环与现实可行性。 进一步地，研究设计了覆盖转型全过程的“五位一体”实施路径。在技术层面，围绕AI调度、碳数据平台等构建数智化支撑系统；在商业层面，创新面向用户侧与生态侧的产品体系与价值创造机制，探索绿电套餐、虚拟电厂、碳中和托管等新兴服务模式；在组织层面，提出建设“数字+低碳”复合型人才队伍与跨部门协同机制；在风控层面，识别系统兼容性、政策不确定性、财务收益滞后等关键风险，并设计预警与响应机制；在执行层面，构建涵盖项目管理、资源配置、阶段评估与反馈调整的闭环推进机制。 本研究的理论价值在于基于战略管理逻辑构建了“诊断—选择—执行”的一体化研究框架，并将其应用于能源企业低碳转型的具体实践中；实践价值则在于为NH供电公司制定了系统化、可操作的转型路径，同时也为其他区域供电企业提供了具有可借鉴性与推广性的参考模型与政策建议。研究认为，供电企业的未来发展关键在于实现从电力提供者向绿色生态平台运营者的角色转型，构建以“数字驱动、碳为纽带、价值共享”为核心的新型发展范式。
英文摘要：	Against the backdrop of China’s dual-carbon strategy—aiming for carbon peaking and carbon neutrality—combined with the ongoing deepening of electricity market reform, power supply enterprises are facing unprecedented strategic transformation pressure and increasingly stringent requirements for high-quality development. The traditional growth model, which relied on incremental electricity sales, large-scale asset investment, and physical infrastructure expansion, has become unsustainable. Power utilities must now ensure energy security and operational efficiency while actively fulfilling carbon reduction responsibilities, transitioning toward a greener, smarter, and more integrated development path. Meanwhile, emerging digital technologies such as big data, artificial intelligence (AI), edge computing, and blockchain are becoming key enablers of energy system transformation. These technologies offer new possibilities for operational restructuring, value innovation, and ecosystem collaboration. Thus, under the guidance of dual-carbon goals, how power supply companies can leverage digital technologies to drive low-carbon transformation and establish actionable and sustainable strategies has become a critical issue in strategic management. This study takes NH Power Supply Company as a representative case and focuses on the core question of how power supply enterprises can achieve integrated low-carbon and digital transformation. Combining theoretical frameworks and empirical investigation, the research systematically explores the strategic positioning logic, path selection mechanism, and implementation framework for enterprise transformation. The study employs a range of strategic analysis tools, including PEST analysis, Porter’s Five Forces model, SWOT analysis, and the TOWS matrix. Additionally, it incorporates case studies, policy text analysis, and expert interviews to construct a research framework suitable for guiding regional power enterprises in their low-carbon strategic transformation under dual-carbon policies. Firstly, the research clarifies key concepts such as “electric-carbon integration,” “green electricity market,” and “digital infrastructure” based on a review of relevant policy logic and strategic trends. It also summarizes the current state of research on low-carbon transformation and digital strategies both domestically and internationally, identifying research gaps and laying a solid theoretical foundation for further analysis. Secondly, through PEST analysis of NH Power Company’s external environment, the study identifies macro drivers such as increasing policy pressure, diversified market demand, rising public environmental awareness, and accelerating technological change. By integrating Porter’s Five Forces framework, the study highlights structural challenges within the industry, including bargaining power dynamics, substitution threats, and sectoral competition. From the internal perspective, the research evaluates NH Power Company’s capabilities and limitations in areas such as clean energy integration, energy efficiency, carbon accounting, and digital infrastructure. Using the SWOT model, the study synthesizes internal and external factors to assess strategic positioning. Based on this comprehensive assessment, the study proposes three strategic transformations for the enterprise: shifting from asset-driven to digitally-driven operations, from single electricity supply to low-carbon value-based services, and from siloed business promotion to ecosystem-oriented collaboration. Three major strategic pillars are established: intelligent grid development, electric-carbon system integration, and green service innovation. A multidimensional strategic goal system is constructed, encompassing resource foundation, technological capacity, and service capability. Through TOWS matrix mapping, the study formulates specific strategic options by aligning external opportunities with internal strengths. It then proposes a phased roadmap comprising "pilot-first, integrated deployment, and platform leapfrogging" to ensure both logical coherence and practical feasibility of strategic execution. Further, the study develops a five-dimensional implementation path: Technological dimension: building intelligent support systems based on edge computing, AI dispatching, and carbon data platforms; Business dimension: innovating user-side and ecosystem-side product systems such as green power packages, virtual power plants, and carbon-neutral hosting services; Organizational dimension: developing “digital + low-carbon” hybrid talent pools and interdepartmental coordination mechanisms; Risk management dimension: identifying and addressing key risks, including system compatibility, regulatory uncertainty, and financial return lags; Execution dimension: establishing a closed-loop management system covering project governance, resource allocation, milestone assessment, and iterative feedback. The theoretical contribution of this study lies in constructing an integrated analytical framework spanning “diagnosis–strategy–execution” under the logic of strategic management and applying it to a practical scenario of low-carbon transformation in the energy sector. Its practical value is reflected in the provision of a systematic, operable transformation path for NH Power Company and a replicable strategic model for other regional power supply enterprises. The research concludes that the key to the future development of power supply companies lies in evolving from traditional electricity providers to green ecosystem orchestrators, forming a new development paradigm driven by digital innovation, anchored in carbon value, and centered on collaborative value creation.
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