Challenge
A local iron ore client required assistance with establishing an IOC that would support their rapid expansion and help mitigate a number of emerging issues including:
- Increasing supply chain complexity with ambitious plans to triple production
- Supply chain decision were made independently and locally, with detrimental consequences for other supply chain areas and no system-wide response
- A pending skills shortage with an ageing population as well as the “new generation” of employees joining the mining industry demanding different lifestyles
- Consolidating an IOC with more a complex integrated planning function
Solution
Development and execution of “process review” methodology to examine site-base roles and analyse for fit with the IOC meant that the vision was maintained from day one
Working with the client to develop future state planning and scheduling designs and cycles gave them a stake in the project’s success and played an important change management function
- Regular involvement and communications with key stakeholders across the business has resulted in a successful transition, with little evidence of the resistance experienced by others on similar projects
Results
Rapid setup of the Integrated Operations Centre and transition to IOC control of the port and rail and integrated planning functions with a future plan in place for the mines
Good lines of communication with local operations retained, aided by maintaining site accountability
Improved communications for planning through to scheduling and execution
With similar functions located together, integrated supply chain decisions were able to be made
