ADMS供应商:8家先进的流通管理系统供应商的策略和实行力的评估

本报告提供ADMS供应商相关调查，8家先进的流通管理系统供应商的简介，策略及评估等资讯。

目录

第1章 摘要整理

• 简介
• 排行榜电网

第2章 市场概要

• 市场定义
• 推动市场要素
• 市场障碍

第3章 排行榜

• 排行榜类别
  • 领导者
  • 竞争者
  • 挑战者
  • 追随者
• 排行榜电网

第4章 企业排行榜

• 领导者
  • Schneider Electric SE
  • General Electric
  • Oracle Corporation
  • Open Systems International, Inc.
• 竞争者
  • Siemens AG
  • Hitachi Energy
  • Survalent Technology
  • Minsait ACS(An Indra Company)

第5章 缩写和简称的清单

第6章 目录

第7章 图表

第8章 调查范围和调查手法

• 调查范围
• 资讯来源、调查手法
  • 供应商的选择
  • 评估规模
  • 标准定义

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