Mining & Resources

The cyclical nature of Mining and Resources places great focus and reliance on robust and reliable planning disciplines.

Also, given the significant investment required to manage and maintain mining infrastructure, it is essential to ensure the supply chain is designed and maintained to deliver maximum availability and productive capability.

Linking all of the complex planning disciplines and ensuring management is aware in advance of potential issues is a GRA specialty. Sales and Operations Planning/Integrated Business Planning can deliver insight to manage the business more proactively but also require sound, strong fundamental planning processes to operate effectively.

GRA can help ensure the core planning foundations are robust and channelled to provide management insight to enable key decision making. We can help identify broken links such as conflicting KPI’s, disconnected processes, redundant activities, duplicated tasks and sub-optimised tool configuration and use.

At an operational level, GRA can use a fact-based approach to design repair cycles and set repairable spares levels to ensure maximum resource availability whilst minimising critical equipment down-time and maximising productive capacity.

Find out who we've worked with in the Mining and Resources industry.


"We selected GRA to proceed with implementation of the supply chain transformation because they had a reputation in the market for results delivery. This reputation proved to have merit. With their help we have increased service levels, improved our working capital and reduced our supply chains costs. Their consulting approach in implementation is unique as it delivers outcomes whilst ensuring they are sustained and owned by the business."

– Brad Hurst, Regional Supply Chain Director ANZ & Global Supply Chain Integration Project Lead, Allnex

Typical results

  • 20-40% inventory investment reduction
  • increased service levels ranging up to 99.9%
  • 10%-15% reduction in supply chain operating costs
  • 5%-20% spend management savings
  • the ability to fund business initiatives from operating cash flow (OCF) improvements
  • improved return on capital employed (ROCE)
  • a minimum 3:1 ROI (10:1 to 30:1 typical)