近年来，随着电力体制改革的全面推进，以及客户对优质电力服务需求的不 断提升，电网企业的工作重心已经逐渐从“生产检修”转向“优质服务”。然而， 电网企业面向用户的营配环节长期提供着一种效率低下的供电服务，形成了管理 水平粗放、业务流程繁琐、服务质量差等多种问题。作为直面用户的四个科室： 配电运检室、电费室、计量室、大客户室长期处于协调差、沟通难、各自为战的 状态。 基于精益管理、业务流程管理、信息集成管理等企业管理理论，整合四个科 室的营配业务，提高工作效率、供电服务质量与企业效益的工作原则，国家电网 有限公司制定措施积极推进营配贯通工作的开展。然而，营配贯通工作的开展涉 及四个职能部门的参与，在现有管理模式上强调各部门之间的协同与配合，很难 做到真正意义上的营配贯通。因此，国家电网有限公司在部分地市供电公司打破 现有运营模式，成立新的供电服务部来囊括所有营配业务，进而达到营配贯通的 目的。但是，该管理模式下营配专业的组织结构和业务模式都发生了很大的变化， 如何在新的管理模式下实现对营配业务的优化管理，成为制约该项工作进一步开 展的另一障碍。 本文立足于国家电网有限公司营配贯通管理模式开展的大环境，旨在寻求该 模式创新下的各项经验及问题的研究，并针对营配贯通后仍存在的不足之处提出 优化对策。第一章，分析了国内电网企业面临的内外困境，梳理国内外营配业务 的研究现状，指出了国内营配业务开展方面存在的问题。第二章，介绍了营配贯 通相关理论概念和主要内容，并在精益管理、业务流程管理、信息集成理论层面 阐述分析营配贯通的可行性。第三章，对蚌埠供电公司原有营配业务模式和存在 的问题展开分析，得出营配贯通的必要性。第四章，以营配贯通的试点公司蚌埠 供电公司为例，首先进行营配贯通后的组织结构的构建，其次对营配贯通后在生 产检修的精益管理、畅通业务流程、系统数据共享优化线损指标三个方面展开分 析，得出营配贯通后带来的成果，最后分析了营配贯通后仍存在的两点问题。第 五章，针对蚌埠供电公司营配贯通后仍存在的融合层级不够深入、营配贯通信息 化管控平台缺失进行探讨，提出自己的优化对策。第六章，总结全文内容，得出 本文结论。 关键词：营配贯通；精益管理；信息集成；业务流程II Abstract With the comprehensive advancement of electric power system reform and the continuous improvement of customers' demand for high-quality electric power service in recent years, the work focus of power grid enterprises will definitely shift from "production overhaul" to "quality service". However, the traditional user-oriented service mode of power grid enterprises has been providing an inefficient service for a long time, with many problems such as poor user experience, tedious business process and difficulty in solving problems. As the four facing users departments：Distribution network transportation department and inspection department 、 Electricity meter reading department、Electricity metering department、Marketing department in the state of poor coordination, difficult communication, each fighting for his own for a long time. Based on lean management, business process, information integration and other enterprise management theories, integrate the related business of the four departments to improve work efficiency, improve the quality of power supply service and enterprise benefits, The State Grid Corporation of China has formulated measures to actively promote the Marketing and Distribution Integration. However, the Marketing and Distribution Integration work involves the participation of four functional departments, and it is difficult to achieve the real significance of the operation and coordination on the basis of the existing operation mode, which emphasizes the coordination among various departments. Therefore, The State Grid Corporation of China broke the existing operation mode in some municipal power supply companies and established a new power supply service department to cover all the distribution business, so as to achieve the purpose of operation and distribution. However, the organizational structure and department responsibilities under this management mode will undergo great changes. How to achieve the optimal management of relevant business processes and establish a reasonable management assessment system under this new management mode has become a major obstacle to the further development of this work. This text based on the general environment of the Marketing and Distribution Integration mode of State Grid Corporation of China, aims to seek for the study of various experiences and problems under the innovation of this mode, and puts forward its own Suggestions for the deficiencies after the operation. In the first chapter, analyzes the internal and external difficulties faced by domestic power gridIII enterprises, sorts out the research status of domestic and foreign distribution business, and points out the problems existing in the development of domestic distribution business. In the second chapter, introduces the relevant theoretical concepts and main contents, and analyzes the feasibility of the operation and linking from the perspectives of lean management, business process management and information integration theory. In the third chapter, analyzes the business model and existing problems of Bengbu Power Supply Company, and concludes the necessity of operation and distribution. The fourth chapter, based on the camp match the pilot companies through Bengbu power supply company as an example, first camp after the match through the construction of the organizational structure of the second to the camp after the match through maintenance of lean management in production, clear business process, data sharing system optimization analysis in three aspects: line loss index, obtained results brought by the camp with transfixion, finally analyzes the camp after the match through two problems still exist. Chapter five discusses the lack of integration level and informationized control platform after the operation and distribution of Bengbu Power Supply Company, and puts forward its own optimization countermeasures. Chapter six summarizes the content of this paper and draws the conclusion of this paper. KEYWORDS: Marketing and Distribution Integration; Lean management; Information integration; Business processIV 目 录 第一章 绪论................................................................................................1 第一节 研究的背景及意义...................................................................................... 1 一、研究背景.........................................................................................................1 二、研究意义.........................................................................................................2 第二节 国内外研究现状.......................................................................................... 2 一、国内研究现状.................................................................................................2 二、国外研究现状.................................................................................................5 三、国内外研究述评.............................................................................................6 第三节 研究思路及研究内容.................................................................................. 7 一、研究思路.........................................................................................................7 二、研究内容.........................................................................................................8 第四节 研究方法及创新点...................................................................................... 8 一、研究方法.........................................................................................................8 二、本文创新点.....................................................................................................9 第二章 营配贯通的概念及相关理论...................................................10 第一节 营配贯通的概念及内涵............................................................................ 10 一、营配贯通的基本概念...................................................................................10 二、营配贯通的主要内容................................................................