Mine planning is often treated as a technical exercise, but the value of a plan depends on how well people, data, decisions and time horizons are connected.
From life-of-mine strategy to weekly execution, each planning level carries different responsibilities, yet each relies on timely feedback from the others.
This paper explores how collaborative mine planning helps align strategic, medium-term, short-term and operational planning so mining teams can protect value, test constraints and make decisions that remain grounded in operational reality.
Abstract
Mine plans often lose value when strategic direction, operational constraints and site feedback are managed in isolation. A technically sound plan can still fail to deliver if it is disconnected from current mine conditions, outdated assumptions, or the teams responsible for execution.
As mining operations face changing grades, equipment availability, market conditions and operational disruptions, planning must become a connected business process rather than a series of separate outputs.
This paper examines the role of collaborative mine planning in aligning the base plan, growth options, strategic business planning, medium-term planning and short-term execution. It highlights the importance of establishing a credible value case, challenging assumptions before they limit opportunity, and maintaining continuous feedback between planners, survey teams, operations and senior decision-makers.
By connecting planning horizons and workflows, mining businesses can improve visibility, strengthen accountability and support more practical decisions that help sustain value over time.
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