Supply-side Planning Research Articles

Contributing to Low Emission Development through Regional Energy Planning in West Papua

A model of regional energy planning has been developed based for West Papua province. Regional energy planning had two major scenario which are baseline and mitigation scenario. Mitigation scenario consisted of energy efficiency and fuel switch scenarios. A baseline scenario has been used to reflect energy demand without any intervention of new energy policy in the province. Energy efficiency scenario describe the impact of more efficiency vehicle and appliance in energy consumption. In transportation sector, energy efficiency scenario included a mode change scenario. The use of renewable energy has been included in fuel switch scenario. In supply side planning, renewable energy sources have been accommodated to meet a portion of electricity demand. The model of regional energy planning has been implemented by Long-range Energy Alternative Planning software. The result indicated that the same goal of regional development program can be achieved with less emission. By the implementation of mitigation scenario, overall energy demand in the end of projection period can be reduced by 16.63 PJ compare to the baseline. As an impact, global warming potential is 15.89% less by mitigation scenario compare to baseline scenario. It can be concluded that the emission intensity by the implementation of mitigation scenario is 8.93 Thousand Ton CO2 Equivalent/Billion USD.

Urban water infrastructure optimization to reduce environmental impacts and costs

Urban water planning and policy have been focusing on environmentally benign and economically viable water management. The objective of this study is to develop a mathematical model to integrate and optimize urban water infrastructures for supply-side planning and policy: freshwater resources and treated wastewater are allocated to various water demand categories in order to reduce contaminants in the influents supplied for drinking water, and to reduce consumption of the water resources imported from the regions beyond a city boundary. A case study is performed to validate the proposed model. An optimal urban water system of a metropolitan city is calculated on the basis of the model and compared to the existing water system. The integration and optimization decrease (i) average concentrations of the influents supplied for drinking water, which can improve human health and hygiene; (ii) total consumption of water resources, as well as electricity, reducing overall environmental impacts; (iii) life cycle cost; and (iv) water resource dependency on other regions, improving regional water security. This model contributes to sustainable urban water planning and policy.

Supply-side Strategy Implications on Demand-side Opportunities

ABSTRACT Emerging Supply Opportunities Major changes in the gas and electric markets have created a range of risk management products to support supply-side planning. The supply-side goal is usually to balance a client's tolerance for cost fluctuations with the lowest possible price. Demand-side Integration There are many implications a supply strategy has on demand-side opportunities. They should be considered carefully. This integration of supply- and demand-side planning often does not take place because they have been thought of as two independent disciplines. They require two separate sets of expertise. Historically, demand-side planning has been a responsibility for engineering and operations, while supply-side planning was the domain of purchasing and procurement. The integration of supply and demand is critical to control of your total energy picture. The right hand needs to know what the left hand is doing. There are a number of situations that illustrate where an integrated supply- and demand-si...

Supply-side Strategy Implications on Demand-side Opportunities

Major changes in the gas and electric markets have created arange of risk management products to support supply-side planning.The supply-side goal is usually to balance a client’s tolerance for costfluctuations with the lowest possible price. There are many implicationsa supply strategy has on demand-side opportunities. They should beconsidered carefully. This integration of supply and demand-side plan-ning often does not take place because they have been thought of as twoindependent disciplines. They require two separate sets of expertise.Historically, demand-side planning has been a responsibility forengineering and operations while supply-side planning was the domainof purchasing and procurement. The integration of supply and demandis critical to control of your total energy picture. The right hand needsto know what the left hand is doing. There are a number of situationsthat illustrate where an integrated supply and demand-side approach isvitally important.This article will examine two situations as examples. We will showhow your supply-side strategy affects your true energy costs and howthat is different than in the past. We will also show how a supply-sidestrategy gives new triggers for demand-side actions.

An efficient approach to identify and integrate demand-side management on electric utility generation planning

The electric utility planning environment has changed dramatically over the last few years. Utilities now need to include a wider variety of resources to meet the demand growth and increasing technical, economic, and environmental constraints. As a result, demand-side management (DSM) is widely implemented as part of the generation planning process. Since DSM programs have immediate benefits with respect to system reliability and financial performance, it is necessary that probabilistic production costing and reliability analysis be performed for the available DSM options. An efficient approach is presented which utilizes the eigenvector method (EVM) and a new load duration curve (LDC) model for the analysis. The EVM technique, based on expert opinions and mathematical analyses, estimates DSM impacts on future electricity demand. These impacts are than properly reflected in the load duration pattern and integrated into the supply-side planning process by using the new LDC model. A case study involving selected peak reduction programs in a medium-sized US electric utility is presented to show how DSM load impacts can be evaluated with the proposed approach.

Turning to supply-side management: Estimating industrial cogeneration potential

Increased recognition by electric utilities of the economic opportunities for load displacement or purchase of customer cogenerated electricity has initiated a change in utility supply-side planning that has parallels with demand-side management activities. Analytical tools and detailed research are required to forecast the technical, economic and industry-offered cogeneration potential from various sources. In this study, an end-use technology simulation model (ISTUM-I) is used to estimate the future incremental cogeneration potential from pulp and paper mills in British Columbia under different scenarios of industry evolution. The estimated technical potential of 5000 GWh (815 MW) results from determining the total process steam requirements and highest feasible boiler pressures. The economic potential of about 3500 GWh (570 MW) depends upon the social discount rate, the utility's long run avoided costs, boiler cost estimates and the value of burning wood waste that must otherwise be disposed of. The industry-offered potential of 1200 GWh (200 MW) results from behavioural parameters in the model that mirror past investment decisions. As with demand-side management, various strategies are available to the utility to bridge the gap between industry-offered and economic potential.

Banking is not like selling toothpaste

The author argues that financial institutions in the U.K. need to change their strategy from being price and product oriented to becoming market led. Supply-side planning is essentially sterile, focusing on the company's internal problems, whereas the customer is the market and strategy should focus on demand. The argument is illustrated from financial institutions, but the same principles apply to all service industries.