美國電動卡車充電基礎設施市場：收入機會

到 2030 年，預計在北美運營的卡車中將有一半以上配備電動動力系統。預計到2030年，輕型車將佔據電動卡車市場約86%的份額，預計將提前推出。

預計到 2030 年，電動卡車將消耗 130 TW 的電力，這需要 440,000 至 540,000 個充電器。在過去十年中，充電器已經能夠獲得一些收入機會。

本報告調查和分析了北美電動卡車充電基礎設施市場，包括戰略需求、增長環境、放電深度/充電時間/能耗、使用水平和所需的充電器數量以及商業模式。我們提供有關獲利的可能性。

目錄

戰略要求

• 為什麼增長變得越來越困難？
• 戰略要點 8 (TM)
• 三大戰略要求對電力的影響
• 增長機會推動增長管道引擎 (TM)

成長環境

• 運營電動卡車：2022、2025、2030
• 充電解決方案類型
• 電動汽車充電基礎設施價值鏈
• 參與充電基礎設施價值鏈的參與者
• 駕駛卡車時充電類型
• 充電基礎設施 - 安裝充電站的成本
• 充電基礎設施-充電運營商收入模型
• 調查範圍
• 調查的目的和目標
• 動力總成技術細分
• 增長動力
• 增長限制
• 研究流程

第 1 節-放電深度、充電時間和能耗

• LDT-電池放電深度和充電頻率
• MDT-電池放電深度和充電頻率
• HDT-電池放電深度和充電頻率
• 基於卡車駕駛的充電場景
• LDT-基於不同級別充電器的充電時間
• MDT-基於不同級別充電器的充電時間
• HDT-基於不同級別充電器的充電時間
• LDT-根據充電時間設置充電電平
• MDT-根據充電時間設置充電電平
• HDT-根據充電時間設置充電電平
• LDT-基於充電器級別的能量消耗
• MDT-基於充電器級別的能耗
• HDT-基於充電器電量的能耗

第 2 節 - 使用級別和所需的充電器數量

• 使用級別-低使用場景和高使用場景
• 所需的總充電器 - 低和高使用場景

第 3 節-各種商業模式的收入潛力

• 充電公司的收入模式

第 3.1 節 - 模型 1：成本和收入潛力

• 2 級充電器，一個充電站的成本計算模型
• 3 級充電器，一個充電站的成本計算模型
• 4 級充電器，一個充電站的成本計算模型
• 5 級充電器，一個充電站的成本計算模型
• 2 級充電器，一個充電站的收入潛力
• 3 級充電器，一個充電站的收入潛力
• 4 級充電器，一個充電站的收入潛力
• 5 級充電器，一個充電站的收入潛力

第 3.2 節-模型 2，成本和收入潛力

• 計費算子成本模型-Model 2 操作
• 充電運營商的收入潛力——Model 2 的運營

第 3.3 節 - 模型 3，成本和收入潛力

• 充電算子成本模型-Model 3運營
• 充電器收入潛力-Model 3 操作

結論

• 摘要-能耗和所需充電器數量
• 收入模式總結-比較
• 重點

增長機會宇宙

• 增長機會1-充電技術的容量對市場增長至關重要
• 增長機會2-擴大價值鏈參與者增長的收入機會
• 增長機會3-在車隊場安裝充電解決方案和更好的車隊 TCO
• 增長機會3-在車隊場地安裝充電解決方案，以獲得更好的車隊 TCO（續）
• 圖表列表
• 免責聲明

Transformational Growth of Revenue due to 130TW Electricity Consumption by 2030

By 2030, more than half the trucks operating in North America are expected to be powered by an electric powertrain. Light-duty vehicles are forecasted to be the early adopters, with nearly 86% share of the EV truck market in 2030. Among several EV truck charging types, AC & DC charging are expected to be the most adopted in North America. Level 2 (20kW) to Level 5 chargers (350kW) will be the predominant charging solutions in this decade, with even higher charging power developed by the end of the decade.

The charging infrastructure value chain must be robust and efficient to meet this demand. It starts from energy generation, followed by storing and energy distribution through transmission & distributor operators to reach various hubs, after which charging stations are installed in private/public hubs to offer charging services to customers. Multiple participants are involved actively in different parts of the value chain to cater to the charging requirement of the increasing number of electric trucks in operation. These broadly can be classified as portfolio, asset-heavy charging infrastructure, asset-light, and participants who provide charging infrastructure as a service.

To ensure that the truck operation is not affected by charging infrastructure availability, destination, depot, and en route charging are available. The choice within this will depend on each truck's operation.

For a charging operator, setting up a charging station involves several costs, such as equipment, installation, rental, maintenance, and electricity. Depreciation, marketing, and taxes are additional costs that depend on the charging operator and installed location.

The 3 major revenue models for a charging operator are asset-heavy, asset-light, and a combination of the two. The choice between these models depends on the charging operator's investment potential and the competitive landscape of the location. EV trucks will consume 130TW of electricity by 2030; 440k to 540k chargers are required to cater to this. Charging operators have several revenue opportunities to capitalize on in this decade.

Table of Contents

Strategic Imperatives

• Why is it Increasingly Difficult to Grow?
• The Strategic Imperative 8™
• The Impact of the top Three Strategic Imperatives on Electric
• Growth Opportunities Fuel the Growth Pipeline Engine™

Growth Environment

• Electric Trucks in Operation, 2022, 2025, and 2030
• Types of Charging Solutions
• Electric Vehicle Charging Infrastructure Value Chain
• Participants Involved in the Charging Infrastructure Value Chain
• Types of Charging during Truck Operation
• Charging Infrastructure-Costs Incurred in Installing a Charging Station
• Charging Infrastructure-Revenue Models for Charging Operators
• Research Scope
• Research Aims and Objectives
• Powertrain Technology Segmentation
• Growth Drivers
• Growth Restraints
• Flow of the Study

Section 1-Depth of Discharge, Charging Time, and Energy Consumption

• LDT-Depth of Battery Discharge and Frequency of Charging
• MDT-Depth of Battery Discharge and Frequency of Charging
• HDT-Depth of Battery Discharge and Frequency of Charging
• Charging Scenarios based on Truck Operation
• LDT-Charging Time based on Different Levels of Chargers
• MDT-Charging Time based on Different Levels of Chargers
• HDT-Charging Time based on Different Levels of Chargers
• LDT-Charger Level Preference Depending on Charging Time
• MDT-Charger Level Preference Depending on Charging Time
• HDT-Charger Level Preference Depending on Charging Time
• LDT, Energy Consumption based on Level of Charger
• MDT, Energy Consumption based on Level of Charger
• HDT, Energy Consumption based on Level of Charger

Section 2-Utilization Level & Number of Chargers Required

• Utilization Levels-Low & High Utilization Scenarios
• Total Chargers Required-Low Utilization & High Utilization Scenarios

Section 3-Revenue Potential for Different Business Models

• Revenue Models for a Charging Operator

Section 3.1-Model 1, Cost & Revenue Potential

• Level 2 Charger, Costing Model for 1 Charging Station
• Level 3 Charger, Costing Model for 1 Charging Station
• Level 4 Charger, Costing Model for 1 Charging Station
• Level 5 Charger, Costing Model for 1 Charging Station
• Level 2 Charger, Revenue Potential for 1 Charging Station
• Level 3 Charger, Revenue Potential for 1 Charging Station
• Level 4 Charger, Revenue Potential for 1 Charging Station
• Level 5 Charger, Revenue Potential for 1 Charging Station

Section 3.2-Model 2, Cost & Revenue Potential

• Cost Model for a Charging Operator-Model 2 Operation
• Revenue Potential for a Charging Operator-Model 2 Operation

Section 3.3-Model 3, Cost & Revenue Potential

• Cost Model for a Charging Operator-Model 3 Operation
• Revenue Potential for a Charging Operator-Model 3 Operation

Conclusion

• Summary-Energy Consumption & Number of Chargers Required
• Summary-Revenue Model Comparison
• Key Takeaways

Growth Opportunity Universe

• Growth Opportunity 1-Competence of Charging Technology Vital for Market Growth
• Growth Opportunity 1-Competence of Charging Technology Vital for Market Growth (continued)
• Growth Opportunity 2-Expanding Revenue Opportunities for Value Chain Participant Growth
• Growth Opportunity 2-Expanding Revenue Opportunities for Value Chain Participant Growth (continued)
• Growth Opportunity 3-Inbuilt Charging Solution in Fleet Yard for Better Fleet TCO
• Growth Opportunity 3-Inbuilt Charging Solution in Fleet Yard for Better Fleet TCO ( continued)
• List of Exhibits
• List of Exhibits (continued)
• List of Exhibits (continued)
• List of Exhibits (continued)
• List of Exhibits (continued)
• Legal Disclaimer