Mining companies are committing enormous organizational effort and resources into identifying and implementing operating cost and productivity improvement initiatives. Often, these initiatives add incremental value, indeed impacting the bottom line.
However, there appears to be less industry focus or recognition of the significant value potential coinciding with the identification of the right operating strategy. In AMC’s experience the right strategy can deliver value, in orders of magnitude, larger than incremental improvement initiatives.
As strategic analysis is not usually an ongoing operational activity, focus and resourcing of this activity can sometimes be neglected. The outcome being that strategic opportunities can go unrecognized and ultimately unrealized.
As market conditions change and an orebody is depleted, what might have been an appropriate strategy in the past, may no longer be the right strategy now or for the future. Fundamental strategic value drivers that should be considered on a regular basis include, but are not limited to:
Ideally these drivers are optimized on a holistic basis per the orebody and corporate objectives, although legitimate operational constraints can restrict the number of drivers able to be considered. These drivers are discussed in detail in Hall (2014).
An indication of the value that can be obtained from evaluation of operating strategies is demonstrated below in two case studies AMC has recently completed.
A mature mining operation using large-scale bulk mining methods beneficiating ore for delivery of a premium iron ore product. The bulk mining approach and resulting SMU were investigated testing the orebody response to a more selective mining approach.
The strategic evaluation identified that a hybrid bulk-selective mining approach (Figure 1) enabled:
A large-scale low grade porphyry copper deposit planned to be mined as an open pit over 23 years. The mining method and extraction sequence was investigated testing alternative approaches to mine the Resource.
The strategic evaluation identified that an integrated open pit and underground operation (Figure 2) enabled:
Mining companies are committing enormous organizational effort and resources into identifying and implementing operating cost and productivity improvement initiatives. Often, these initiatives add incremental value, indeed impacting the bottom line.
However, there appears to be less industry focus or recognition of the significant value potential coinciding with the identification of operating strategies (relevant to market conditions and the orebody) that can provide value, in orders of magnitude, larger than incremental improvements.
AMC are experts in demonstrating and realizing value through optimized mining strategies considering key value drivers, using leading industry processes and software. As an independent consultancy, we adopt the most appropriate approach to each operation or business, ensuring that maximum value is identified.
Hall, B, 2014. Cut-off Grades and Optimizing the Strategic Mine Plan, The Australasian Institute of Mining and Metallurgy (Melbourne), Spectrum Series 20.
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