新形势下的南昌电厂的发展策略应对.pdfVIP

要 由于电力行业的基础性、公用性和规模经济性，长期以来中国将电力行业视 为自然垄断行业，实行计划经济体制下的行政配置型垄断经营，以至于电力企业 对发展战略问题普遍重视不够。上世纪90 年 以来，我国的电力市场化改革以“厂 网分离”为起点，逐步进入竞价上网和电网的输配分开等实质性推进阶段。引入 竞争以后，如何预见未来发展、把握机遇、制定符合实际的发展战略是当前电力 企业，尤其是发电企业急需解决的课题。 南昌电厂是成立于50 年 的发电企业，近年来已进行了“主辅分离、运检分 离”的改革，存续的南昌电厂以发电业务为主。面对当前新的大型电源建设项目 纷纷建成的局面，其所占据的发电市场份额越来越小，而且企业本身面临机组技 术水平落后，运行经济指标 ，人员多，负担重等不利局面。今年国家调整能源 政策，将发电机组的 “上大压小，节能减排”工作做为重点，更是对像南昌电厂 这样的老的小型火力发电厂的生存不利，这些小型火力发电厂面临着前所未有的 挑战，它们的发展战略是个新的课题。本文尝试研究南昌电厂在新的市场环境条 件下的战略应对问题，具有一定的意义。 本文首先介绍了南昌电厂的发展历程，对比分析了我国电力改革的现状，介 绍了国外发达国家电力改革的经验与教训，以及对我国改革的指导意义。运用战 略管理的分析工具，详细分析了现阶段发电企业面临的新的竞争型市场环境，具 体分析了南昌电厂的优势和劣势、机遇和挑战，提出了南昌电厂只有建立新的企 业制度，积极争取扩大企业规模，占据更大的市场份额，坚持成本领先战略，利 用先进的企业管理手段，谋求企业健康、可持续发展。 关键词：新形势 发电企业 战略应对 1 Abstract Due to its fundamentality, public nature and economy of scale, the power industry, which operates in the form of administrative portioning under planned economy, has been regarded as a monoploy industry in China for a long time. As a result, power industry has given insufficient attention to development strategy. Since 1990s, the reform of power marketization started with factories seperations from web, gradually entered into bidding and separated power transmission and distribution stages. After the introduction of competion, how to forcast future development, grasp opportunities, and designate development strategy suitable to the reality have become the prolems that power plants need to resolve in great need. Nanchang Power Plant was established in 1950s. In recent years, the reform of separating core businesses from secondary and transportation from inspection has been carried out. The core business of current plant is generating power. Facing up with current situation of established new bi