随着全球经济一体化和信息技术的突破性进展,服务外包在全球范围内兴起,成为众多企业控制发展成本的有效策略选择,尤其是被国际一流电力企业所普遍采用。对于大部分中国电力企业而言,在其多元化业务发展过程中,未能较好地区分核心业务和非核心业务,未能按照价值链原理厘清价值增值环节和成本控制环节。这些企业绝大部分业务运营都是由企业自身来完成,业务封闭性很强。因而,伴随着企业规模和业务单元的增加,企业整体运营成本水平快速上升。这些问题在其发 With the global economic integration and breakthroughs in information technology, service outsourcing has risen in a global context and has become an effective tactical choice for many companies to control the cost of development, and is especially adopted by world-class power companies. For most of China’s power companies, in the development of their diversified businesses, they have not been able to distinguish their core businesses from their non-core businesses. They have not been able to clarify the value-added and cost control links according to the value chain principle. Most of the business operations of these enterprises are completed by the company itself, and the business is highly closed. As a result, with the increase in the size of companies and business units, the overall operating cost of the company has risen rapidly. These problems are in their development