requires a detailed understanding of each site’s conveyor infrastructure. Pereira explains that this typically begins with a site assessment in which Tru-Trac specialists review the configuration of the customer’s conveyors, including part numbers, operating data and capacity requirements. Future production plans also need to be considered. “Our specialists often conduct detailed belt surveys, working alongside plant personnel to identify vulnerabilities and potential failure points,” he says. “These inspections usually start at the tail section of the conveyor and move systematically along the system.” During these inspections, the team evaluates belt alignment, the structural condition of the conveyor and the performance of take-up systems. Attention then shifts to the load zones, where skirting, impact beds and belt alignment are assessed, before continuing through the carrying and return sections to the head pulleys and scrapers. Throughout this process, the team assesses component condition, belt tracking behaviour and material loading patterns; all factors that influence wear rates and maintenance requirements. “These insights feed directly into spares planning,” Pereira explains. “Factors such as component lifespan, material abrasiveness, conveyor throughput and lead times all affect the recommended minimum and maximum stock levels.” For example, scraper blades may require replacement every three to six months depending on the material being handled, while idlers may display predictable failure patterns after only several years of service. “It is about planning ahead so that when components begin reaching the end of their life, the replacement stock is already available,” he says. Effective spares management ultimately contributes to lowering the total cost of ownership (TCO) of conveyor systems, according to Pereira who notes that the true costs of poor planning often lie in hidden factors such as downtime, labour inefficiencies, logistics costs and safety incidents. “These broader cost implications are sometimes overlooked at operational level,” he explains. “In many cases, the people selecting components are not responsible for the cost of downtime across the rest of the plant.” He notes that an hour of downtime can translate into millions of rands in lost production for a mining operation, yet decisions are sometimes made purely to achieve small capital savings on individual components. Mining companies often invest heavily in critical plant equipment such as crushers, Pereira adds, but overlook the conveyor systems that connect them. “You might see crusher parts being well stocked because everyone knows the plant stops if the crusher stops,” he says. “Meanwhile, a single conveyor component that transfers material between processes might not receive the same attention, even though the impact of a failure is exactly the same.” To address these challenges, Tru-Trac increasingly works with mining operations through long-term partnerships that combine technical support, system audits and supply chain planning. In some cases, this includes service teams stationed on site, vendor-managed inventory arrangements or regional
Tru-Trac recognises that effective supply chain planning is not about holding more stock, but about holding the right stock for each specific conveyor system.
Detailed conveyor assessments by Tru-Trac enable mines to identify problem areas early, forecast component wear and optimise stockholding strategies.
partnerships that enable faster access to components. Pereira explains that regular forecasting also plays an important role. “It is usually ideal to conduct forecasting on a monthly basis, with quarterly updates that look ahead six to twelve months,” he says. “This allows forecasts to be continually adjusted as operating conditions change.” Operating conditions can shift significantly over time, particularly as mines move into different ore zones. Changes in ore grade or abrasiveness can alter wear rates on conveyor components, requiring adjustments to both maintenance strategies and stock levels. “Through ongoing inspections and close communication with plant personnel, these changes can be detected early and addressed before they lead to unexpected failures,” he says. Ultimately, the objective is not to increase inventory levels but to ensure that the right components are available when they are needed. “It is about understanding the system and planning properly,” Pereira concludes. “If you have the correct stock available and maintain the conveyors proactively, you prevent breakdowns and keep production moving.” n
May 2026 | www.modernminingmagazine.co.za MODERN MINING 35
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