ADMS供應商:8家先進的流通管理系統供應商的策略和實行力的評估

本報告提供ADMS供應商相關調查，8家先進的流通管理系統供應商的簡介，策略及評估等資訊。

目錄

第1章 摘要整理

• 簡介
• 排行榜電網

第2章 市場概要

• 市場定義
• 推動市場要素
• 市場障礙

第3章 排行榜

• 排行榜類別
  • 領導者
  • 競爭者
  • 挑戰者
  • 追隨者
• 排行榜電網

第4章 企業排行榜

• 領導者
  • Schneider Electric SE
  • General Electric
  • Oracle Corporation
  • Open Systems International, Inc.
• 競爭者
  • Siemens AG
  • Hitachi Energy
  • Survalent Technology
  • Minsait ACS(An Indra Company)

第5章 縮寫和簡稱的清單

第6章 目錄

第7章 圖表

第8章 調查範圍和調查手法

• 調查範圍
• 資訊來源、調查手法
  • 供應商的選擇
  • 評估規模
  • 標準定義

Distribution management systems (DMSs) have been around for more than a decade, initially deployed to analyze power flows, optimize grid management, and support automation. However, utilities that deployed DMSs noted several redundancies associated with supporting different systems (e.g., outage management systems [OMSs] and SCADA) that relied on a model of the distribution network, but maintained separate and therefore incomplete models-requiring tiresome updates and cross-verification of data and effectively slowing both processes. This led to the evolution of the modular, advanced DMS, or ADMS.

Many vendors and utilities consider ADMSs to be a combination of SCADA, a DMS, and an OMS. This integrated architecture has grown in recent years to include EMS and DERMS modules, though this is not universal across vendors. This growth is a natural technological extension of ADMSs. The boundary between networks is becoming blurred, and future network operators require access to both transmission and distribution applications. The competitive landscape for ADMS is unique given the extensive requirements and growing list of modules captured under the ADMS umbrella. This has led to a smaller, more refined pool of vendors made up of traditional, large conglomerates (GE Digital, Schneider Electric SE, Siemens AG, Oracle, and Hitachi Energy) and smaller, more nimble vendors (Open Systems International, Inc. [OSI], Survalent, and Minsait ACS). All are making inroads in managed services and cooperative and public utility targeting. Ultimately, the selection of an ADMS vendor depends on a utility's business objectives and constraints.

This Guidehouse Insights Leaderboard compares eight ADMS vendors using ten criteria: Vision, Go-to-Market Strategy, Partners, Technology, Geographic Reach, Sales & Marketing, Product Performance, Product Portfolio & Integrations, Pricing, and Staying Power.

Table of Contents

1. Executive Summary

• 1.1 Introduction
• 1.2 Leaderboard Grid

2. Market Overview

• 2.1 Market Definition
• 2.2 Market Drivers
• 2.3 Market Barriers

3. The Guidehouse Insights Leaderboard

• 3.1 The Guidehouse Insights Leaderboard Categories
  • 3.1.1 Leaders
  • 3.1.2 Contenders
  • 3.1.3 Challengers
  • 3.1.4 Followers
• 3.2 The Guidehouse Insights Leaderboard Grid

4. Company Rankings

• 4.1 Leaders
  • 4.1.1 Schneider Electric SE
    • 4.1.1.1 Vision
    • 4.1.1.2 Go-To-Market Strategy
    • 4.1.1.3 Partners
    • 4.1.1.4 Technology
    • 4.1.1.5 Geographic Reach
    • 4.1.1.6 Sales, Marketing, and Distribution
    • 4.1.1.7 Product Performance
    • 4.1.1.8 Product Portfolio and Integrations
    • 4.1.1.9 Pricing
    • 4.1.1.10 Staying Power
  • 4.1.2 General Electric
    • 4.1.2.1 Vision
    • 4.1.2.2 Go-To-Market
    • 4.1.2.3 Partners
    • 4.1.2.4 Technology
    • 4.1.2.5 Geographic Reach
    • 4.1.2.6 Sales, Marketing, and Distribution
    • 4.1.2.7 Product Performance
    • 4.1.2.8 Product Portfolio and Integrations
    • 4.1.2.9 Pricing
    • 4.1.2.10 Staying Power
  • 4.1.3 Oracle Corporation
    • 4.1.3.1 Vision
    • 4.1.3.2 Go-To-Market Strategy
    • 4.1.3.3 Partners
    • 4.1.3.4 Technology
    • 4.1.3.5 Geographic Reach
    • 4.1.3.6 Sales, Marketing, and Distribution
    • 4.1.3.7 Product Performance
    • 4.1.3.8 Product Portfolio and Integrations
    • 4.1.3.9 Pricing
    • 4.1.3.10 Staying Power
  • 4.1.4 Open Systems International, Inc.
    • 4.1.4.1 Vision
    • 4.1.4.2 Go-To-Market Strategy
    • 4.1.4.3 Partners
    • 4.1.4.4 Technology
    • 4.1.4.5 Geographic Reach
    • 4.1.4.6 Sales, Marketing, and Distribution
    • 4.1.4.7 Product Performance
    • 4.1.4.8 Product Portfolio and Integrations
    • 4.1.4.9 Pricing
    • 4.1.4.10 Staying Power
• 4.2 Contenders
  • 4.2.1 Siemens AG
    • 4.2.1.1 Vision
    • 4.2.1.2 Go-To-Market Strategy
    • 4.2.1.3 Partners
    • 4.2.1.4 Technology
    • 4.2.1.5 Geographic Reach
    • 4.2.1.6 Sales, Marketing, and Distribution
    • 4.2.1.7 Product Performance
    • 4.2.1.8 Product Portfolio and Integrations
    • 4.2.1.9 Pricing
    • 4.2.1.10 Staying Power
  • 4.2.2 Hitachi Energy
    • 4.2.2.1 Vision
    • 4.2.2.2 Go-To-Market Strategy
    • 4.2.2.3 Partners
    • 4.2.2.4 Technology
    • 4.2.2.5 Geographic Reach
    • 4.2.2.6 Sales, Marketing, and Distribution
    • 4.2.2.7 Product Performance
    • 4.2.2.8 Product Portfolio and Integrations
    • 4.2.2.9 Pricing
    • 4.2.2.10 Staying Power
  • 4.2.3 Survalent Technology
    • 4.2.3.1 Vision
    • 4.2.3.2 Go-To-Market Strategy
    • 4.2.3.3 Partners
    • 4.2.3.4 Technology
    • 4.2.3.5 Geographic Reach
    • 4.2.3.6 Sales, Marketing, and Distribution
    • 4.2.3.7 Product Performance
    • 4.2.3.8 Product Portfolio and Integrations
    • 4.2.3.9 Pricing
    • 4.2.3.10 Staying Power
  • 4.2.4 Minsait ACS (An Indra Company)
    • 4.2.4.1 Vision
    • 4.2.4.2 Go-To-Market Strategy
    • 4.2.4.3 Partners
    • 4.2.4.4 Technology
    • 4.2.4.5 Geographic Reach
    • 4.2.4.6 Sales, Marketing, and Distribution
    • 4.2.4.7 Product Performance
    • 4.2.4.8 Product Portfolio and Integrations
    • 4.2.4.9 Pricing
    • 4.2.4.10 Staying Power

5. Acronym and Abbreviation List

6. Table of Contents

7. Table of Charts and Figures

8. Scope of Study and Methodology

• 8.1 Scope of Study
• 8.2 Sources and Methodology
  • 8.2.1 Vendor Selection
  • 8.2.2 Ratings Scale
    • 8.2.2.1 Score Calculations
  • 8.2.3 Criteria Definitions
    • 8.2.3.1 Strategy
    • 8.2.3.2 Execution