By: Mike Snell, Director Projects – WA & Africa, Ausenco

In mining project delivery, few decisions can have a bigger impact on cost, schedule and risk than the execution strategies chosen early in the project. Yet it is often undervalued or treated as something to figure out later, after key design decisions have already been made.

On remote projects, construction strategy needs to be considered early because it influences engineering, logistics, workforce planning and the ability to deliver the project safely and efficiently. Too often, delivery teams are brought in after the study phase, when key design elements are largely ’locked-in’, and asked to retrospectively ‘make it work’. Getting it wrong can add cost, extend schedules and create risks that could have been avoided.

Where the work gets done

Broadly speaking, large mining and industrial projects generally adopt three construction approaches: stick-build, panelisation and modularisation.

Stick-build involves assembling individual components on site, providing flexibility but requiring larger construction teams, longer schedules and greater exposure to weather and safety risks.

Modularisation takes the opposite approach. Large modules are fabricated and assembled off-site, improving productivity, quality and safety by shifting work into controlled workshop environments. However, this requires more planning and engineering, as well as more complex transport and logistics.

Panelisation sits between the two. It is a hybrid approach where partially pre-assembled sections are completed on site.

There is no right or wrong approach, and most projects use a combination of all three. The challenge is understanding what makes sense for the project, rather than assuming what worked elsewhere will work again.

Designing for the reality of location

Remote projects are often defined by their constraints, which should be investigated and understood early and reflected in the execution strategy.

In many countries, local content requirements can be a major consideration and sometimes a mandate. These often apply to employment and the sourcing of materials and equipment and can significantly influence how a project is executed.

Labour availability can be one of the biggest factors influencing delivery. Where projects rely heavily on local labour, skill levels and training requirements should be considered early because they can affect productivity, schedule and quality. Bringing in expatriate labour presents different challenges, including visas and permits, mobilisation costs and logistics. Language and cultural differences also need to be managed carefully because they can affect communication, coordination and safety.

Logistics and site access are just as important. Getting large equipment and materials from an international port to a remote mine site is rarely straightforward. Road conditions, bridge load limits, escort requirements, villages, tight corners and overhead infrastructure can all influence what can be transported and how. If these constraints are not understood early, the benefits of modularisation can quickly diminish.

In a previous project in Indonesia, an early route survey showed that the available ports and roads could only handle ‘in-gauge’ cargo, with strict limits on dimensions and weight. That finding shaped the design and execution strategy. Materials and equipment were designed or broken down to fit within those limits. Where that was not possible, a beach landing was needed, with careful planning involving local authorities and the community.

Import duties, local fabrication requirements, equipment availability and site infrastructure can all significantly influence procurement and design decisions. Having time to evaluate equipment, logistics, duties and tariffs allows the team to adapt the design to local constraints and avoid costly delivery challenges later in the project.

On one project in Botswana, the early decision to purchase a crane for both construction and operations influenced design, equipment sizing and lifting strategies to realise maximum benefit of the crane.

Weather cannot be controlled, but it can be planned for. Wet seasons, extreme heat and high winds can disrupt work and impact the schedule. These risks should be considered early. They are often undervalued during planning but become very real once construction starts.

Culture as a delivery enabler

Technical decisions are important, but projects are ultimately delivered by people.

On a recent project in West Africa, we recognised that an accelerated schedule and diverse workforce would increase delivery risk. Establishing the right culture became part of the delivery strategy, supported by experienced leadership, open communication and true collaboration between all stakeholders.

We worked to create a one-team environment across contractors and project personnel. When teams are aligned, productivity improves, and risks are managed more effectively.

I have seen technically strong and relatively straightforward projects struggle because of poor culture, while challenging projects succeed because people were supported and all pulling in the same direction.

Designing for delivery

Project execution and construction strategies should not be treated as something to work out later or optimise on the run. By the time concept phase engineering is complete, many decisions that affect these strategies have already been locked in.

The best projects start by asking practical questions early. What skills are available locally? How will equipment get to site? What construction equipment can realistically be sourced? What limits will the transport route impose? How could weather affect the schedule? What duties, taxes or local content requirements need to be built into contracting, procurement and design? The answers should influence the design.

That is why the choice of project execution partner matters. At Ausenco, we work alongside our clients from early studies through construction, commissioning and handover, bringing engineering, consulting and project delivery expertise together from the outset. By considering a project’s unique features and constraints early, we help owners make decisions that support safer, more predictable, efficient and economical project outcomes.

For remote mining developments, the question is not simply whether a project can be built. It is whether the project has been designed to be built in the location where it will operate. That difference can decide if a project is a success or a failure.