Renewable, Flexible, and Storage Capacities: Friends or Foes?

Problem definition: More than 99% of the new power generation capacity to be installed in the United States from 2023 to 2050 will be powered by wind, solar, and natural gas. Additionally, large-scale battery systems are planned to support power systems. It is paramount for policymakers and electric utilities to deepen the understanding of the operational and investment relations among renewable, flexible (natural gas-powered), and storage capacities. In this paper, we optimize both the joint operations and investment mix of these three types of resources, examining whether they act as investment substitutes or complements. Methodology/results: Using stochastic control theory, we identify and prove the structure of the optimal storage control policy, from which we determine various pairs of charging and discharging operations. We find that whether storage complements or substitutes other resources hinges on the operational pairs involved and whether executing these pairs is constrained by charging or discharging. Through extensive numerical analysis using data from a Florida utility, government agencies, and industry reports, we demonstrate how storage operations drive the investment relations among renewable, flexible, and storage capacities. Managerial implications: Storage and renewables substitute each other in meeting peak demand; storage complements renewables by storing surplus renewable output; renewables complement storage by compressing peak periods, facilitating peak shaving and displacement of flexible capacity. These substitution and complementary effects often coexist, and the dominant effect can alternate as costs change. A thorough understanding of these relations at both operational and investment levels empowers decision makers to optimize energy infrastructure investments and operations, thereby unlocking their full potential.Funding: This research was supported in part by Lilly Endowment, Inc., through its support for the Indiana University Pervasive Technology Institute. This research was also supported by Kelley School of Business, Indiana University, and Haslam College of Business, University of Tennessee. O. Q. Wu thanks Grant Thornton for their generous support.Supplemental Material: The online appendix is available at https://doi.org/10.1287/msom.2023.0068 .