Optimising the Operating Model Across Finance, Maintenance, and Operations for a Fast-Growing Mining Contractor
- Industry
- Energy & Natural Resources
- Mining
- Client
- One of the Fastest Growing Mining Contractor
- Service
- Management Consulting
- Solution
- Business Process Reengineering and Operating Model Optimization Across Finance, Maintenance, and Operations
The Company is one of the fastest-growing mining contractors in its market, providing overburden removal, hauling, and mine operation services across multiple contract sites. Rapid growth had outpaced the maturity of its operating model across finance, maintenance, and operations functions.
- Operating model and reporting lines not keeping pace with rapid contract and site growth
- Inconsistent processes across finance, maintenance, and operations at different sites
- Limited coordination between maintenance planning and operational scheduling
- Finance processes not structured to give timely, site-level cost and margin visibility
- Organisational roles and responsibilities unclear as the Company scaled headcount quickly
- For fast-growing mining contractors, operating model maturity directly determines whether growth translates into profit or into cost and coordination overhead
- Aligning maintenance and operations planning is essential to protect equipment availability as fleet size and site count grow
- Timely, site-level financial visibility is critical to managing contract profitability under cost pressure
- Without a clear operating model, rapid growth increases role ambiguity, rework, and control risk across sites
Operating Model Diagnostic
Assessed the current operating model and process maturity across finance, maintenance, and operations functions and sites.
Target Operating Model Design
Designed a target operating model defining roles, responsibilities, and reporting lines across the three functions.
Cross-Functional Process Reengineering
Reengineered core processes to align maintenance planning with operational scheduling and finance reporting.
Governance & Performance Framework
Established governance forums and performance metrics to monitor finance, maintenance, and operations alignment.
Rollout & Capability Building
Rolled out the new operating model across sites with training and change management support.
- Target Operating Model Blueprint (Finance, Maintenance, Operations)
- Cross-Functional Process Reengineering Playbook
- Maintenance-Operations Planning Alignment Framework
- Site-Level Financial Reporting Model
- Governance and Performance Review Framework
- Roles and Responsibilities Matrix Across Sites
- Change Management and Capability-Building Programme
- Cross-Site Performance Benchmarking Model
Clearer Operating Model
A defined target operating model replaced ambiguous roles and reporting lines across finance, maintenance, and operations.
Better-Aligned Maintenance & Operations
Aligned planning between maintenance and operations improved equipment availability for production.
Faster Financial Visibility
Site-level financial reporting gives management timelier visibility into contract profitability.
Stronger Governance
New governance forums improved cross-functional coordination as the Company continued to scale.
- 3
- Core functions — finance, maintenance, operations — realigned under one model
- 15%
- Improvement in equipment availability (approx.)
- 20%
- Faster site-level financial reporting cycle (approx.)
- Multiple
- Contract sites operating under the new operating model
- 100%
- Sites with clarified roles and reporting lines post-rollout
- 10%
- Improvement in overall site cost control (approx.)
The Company now operates under a clear, cross-functional operating model that aligns finance, maintenance, and operations across its contract sites. This gives leadership the structure needed to keep growing the contract portfolio without operating model maturity becoming a constraint.
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