Core Viewpoint - The energy storage industry is transitioning from policy-driven to market-driven, leading to a competitive landscape where operational capabilities will be crucial for commercial energy storage manufacturers [2] Group 1: Strategic Choices of Commercial Energy Storage Manufacturers - Manufacturers can be categorized into three types based on their strategic focus: 1. **Specialized Type**: Focus solely on equipment manufacturing or asset operation, maintaining a single track [2] 2. **Dual-Track Type**: Engage in both equipment manufacturing and energy operation, developing in parallel [2] 3. **Collaborative Type**: Centered on equipment while integrating operation as a supportive service, enhancing operational capabilities [2] - Each type faces unique challenges, such as the need for specialized manufacturers to adapt to increasing operational demands and dual-track manufacturers to overcome barriers between manufacturing and operational capabilities [2][8] Group 2: Current Market Participation - According to research, approximately 42.11% of companies primarily supply energy storage systems or components, while 10.53% extend into operational aspects [3] - Another 10.53% adopt a strategy of "selling through investment," and 26.32% are fully engaged in investment, equipment supply, and operation [3] Group 3: Operational Strategies and Innovations - Companies like 联盛新能源 have successfully enhanced project value through strategies such as dynamic price response and load management, achieving a 23.2% increase in daily equipment utilization [9] - 采日能源 has established a smart energy operation division, integrating equipment sales with energy operation to create a comprehensive service platform [14] - 融和元储 has developed an AI-driven operation platform that optimizes operational strategies, resulting in a 35% increase in daily revenue for specific projects [14] Group 4: Challenges in Transitioning to Operations - Equipment manufacturers face structural barriers in transitioning to operational roles, including conflicts between hardware focus and operational capabilities, as well as resource accessibility issues [8] - The competition for operational rights reflects a reallocation of the energy storage value chain, where hardware manufacturing is becoming a low-margin area while high-value operations depend on load aggregation and trading capabilities [8] Group 5: Collaborative and Integrated Approaches - Many manufacturers are adopting a collaborative model, focusing on equipment delivery while providing operational support as part of their service offerings [15] - Companies like 远景科技集团 emphasize the importance of integrated capabilities, combining hardware reliability with intelligent software for comprehensive energy management [16] - 天合光能 and 东方日升 are also shifting towards full-stack operational services, enhancing revenue generation through optimized operational strategies [17][18]

插播 ：TOP10花落谁家？2024-2025用户侧储能项目TOP10榜单征集进行时，点击 上方二维码 进行申报 136号文件、 关于完善价格治理机制的意见、关于加快推进虚拟电厂发展的指导意见……2025年电力市场改革加速，能源运营时代启幕，储能场站 运营如何通过AI策略、实现从"被动响应"到"主动博弈"的转变，正成为决胜未来的关键。 4月10日-12日， 在 第十三届储能国际峰会暨展览会上，融和元储以"新势新运营，以AI赋能共生储能新生态 " 为主题，携全新升级的运营平台及 海内外产品重磅亮相，向行业内展示前沿科技在储能领域的应用落地，持续解码储能价值方程式。 图为：融和元储以"新势新运营，以AI赋能共生储能新生态 "为主题的展台 ■ "AI+"解码储能运营新范式 融和元储 AI赋能的智能交易及VPP运营平台在本届展会正式升级上线，平台服务于独立储能、用户侧储能参与电力市场，通过与AI技术的深度融 合，搭 载预测分析算法，系统能够实现自动化预测市场变化、自动生成每日交易策略，并根据市场动态和气象信息进行实时调整，大幅度提升运营 效率。 图为：融和元储现场电力交易平台互动照片 同时，基于融和元储在项目交付、运 ...