Komatsu Mining is committed to helping its customers improve the safety, productivity and cost of their mining operations. The company offers an Industrial Internet of Things (IIoT) based service, calledJoySmart Solutions, that helps customers optimize machine performance using real-time data and analytics obtained from its smart, connected devices and assets. Devices and assets in this application include some of the largest mobile mining equipment used in surface and underground mining: longwall mining systems, electric mining shovels, continuous miners and wheel loaders, among others.
Originally, the companys legacy data warehouse supported this IIoT service. However, as customer demand grew and more machines were connected, staff found they needed a new approach. Data growth is anticipated to reach 30 terabytes (TB) per month.Our old environment was limited in its ability to scale and grow, said Shawn Terry, Lead Architect, JoySmart Solutions.
JoySmart teams partnered withClouderaandMicrosoftto create a cloud-basedIoTanalytics platform that provides scalability, performance and flexibility to support global service teams. The platform ingests, stores and processes a wide variety of data collected from mining equipment operating around the globe, often at very remote locations in harsh conditions. This data includes time-series data machine pressures, temperatures, currents, voltages and other sensor data alarm and event data, and other data from third party systems. A single machine can have hundreds to multiple thousand data metrics and generate 30,000 to 50,000 unique time-stamped records in one minute. The team plans to integrate more closely with customers onsite systems and other data sources to better contextualize machine operations.
With a unified data management platform, JoySmart teams can now moreeasily analyze datafrom the companys P&H and Joy-branded mining machines, as well as from third-party programmable logic controller (PLC) based equipment, to get a systems view of mining operations. The companysdata scientistscan also produce machine learning models and better results faster than was previously possible.
Anthony Reid, Senior Manager, Analytics, said the company looked for a platform that would democratize access to machine data analytics for different user groups. Reid found that Cloudera delivered the fast performance, data security and customer support that would allow the JoySmart teams to successfully move to a big data paradigm with minimum fuss.
A more complete picture of machine health and operations in each mine enables JoySmart teams to partner with their customers to identify ways to improve equipment safety, productivity and operating costs.We were able to make recommendations with a large coal mining company that enabled them to double the daily utilization of their Joy longwall system, said Reid.
Because Komatsu Mining engineering staff can also easily access and analyze the data, Reid says they gain valuable insight to help them improve current products and design the next generation of mining equipment.
Henan Mine Crane Co.,Ltd. Henan Mine Crane Co., Ltd is a company affiliated with Henan Mining Group. We mainly engage in Kuangyuan brand products. Our main products include single girder and double girder overhead crane, gantry crane, grab crane, casting crane, explosion-proof crane, etc, and related accessories.
Zhengzhou Henglan Trade Co,Ltd.is made up of a dedicated team of professionals with the company goal being to provide the best innovative screening and vibrating equipment solution and service available to the global mining market.
Consumables:Centrifuge Basket,Centrifuge Components, like scraper hub and scraper,Modular Polyurethane Screen surfaces and systems,Modular Wedge Wire Screen Panels,Woven Wire Screen Panels,Stainless Steel Perforated Steel Modular Panels,Stainless Steel Sieve Bands,Polyurethane Spray Nozzles,Complete range of Moulded Polyurethane Components, such asscreening media, sieve, polyurethane blank discharge lip, polyurethane wedge and brackets, polyurethane impact blank, side clamp bars, fixing rails and so on.
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We have obtained trust and good reputation from our customers. We also establish an impeccable service system to solve problems for customers. We believe you will also appreciate us for our quality products and best service after a period cooperation with us.
The global mining equipment market size was valued at USD 144.37 billion in 2019 and is expected to grow at a compound annual growth rate (CAGR) of 12.7% from 2020 to 2027.Ongoing digital mine innovation is expected to transform the key aspects of mining over the next few years. Increased investment, along with government support for the digital mine innovation, is expected to trigger the demand for mining equipment over the forecast period. Improvements and innovations in extraction technologies and equipment have contributed to the betterment of ore grades, thus extending the life of older mines.
Technology is becoming a critical differentiating factor for manufacturers and mining companies as digitization and automation are continuously gaining momentum. Key players are focusing on reducing the cost of extraction and equipment maintenance. Moreover, the industry has witnessed a large scale adoption of different clusters of technologies, such as robotics & automation, smart sensors, and 3D printing, to enhance operational efficiency. For instance, in January 2019, ABB Ltd. launched the Ability Smart Sensor for assessing the condition of mounted bearings so as to prevent the downtime in mining during material handling.
Need to provide environment-friendly equipment in response to the demand for a sustainable future is on the rise. There is a continuous shift to renewable energy, which has increased the demand for a variety of minerals. This situation has enabled companies to strengthen their business to offer equipment, which are more productive and have a smaller environmental impact. For instance, the advanced control technologies in the Autonomous Haulage System (AHS) of Komatsu Ltd. reduces fuel consumption, along with tire wear and emissions.
The transition from underground to innovative and economical open pit mining is expected to propel the demand for mining equipment over the next few years. The mining industry requires a large amount of energy to extract and protect resources, including a variety of refining and concentration processes. Decrease in the average copper ore grade has led to an increase in energy consumption and total material production, thereby propelling the demand for high-performance equipment.
Development of high-performance equipment has made it possible to extract ores of declining grades without increasing the costs. This trend is increasingly perceptible in several steel manufacturing companies pursuing to enter the mineral exploration sector for securing their supplies of coking coal and iron ore at a rational cost.
Surface mining equipment held the largest share of the overall revenue in 2019 and is expected to maintain its lead over the forecast period. Increasing demand for coal, iron ore, chromium, and diamonds in emerging economies is expected to provide growth avenues for the surface mining equipment over the next few years. Growing adoption of this equipment has led to selective mining operations by exploring high-quality materials and creating embankments and stable surfaces.
Furthermore, increased demand for excavators in the construction and oil & gas industries is expected to significantly contribute to the growth of the surface mining equipment segment. This equipment has also witnessed increased demand due to the emergence of compact excavators. These excavators are a potential solution for carrying the excavating process in confines spaces. Companies are further upgrading excavators and electric shoves to meet the current metal exploration demand. For instance, in September 2019, Komatsu Ltd. introduced a hydraulic excavator, PC2000-11, which is equipped with a machine monitoring system, called KomVision. This is used to load the haul trucks and can be used for loading coal, stripping overburden, and loading shot rock.
Underground mining equipment significantly contributed to revenue growth in 2019. Need to maximize the efficiency of decline truck haulage and maintain its competitiveness with shaft haulage has led to increased demand for underground high-capacity trucks. Furthermore, miners are unable to find economically viable deposits for open-pit mining. This situation has given rise to the expansion of underground mining to extend the mine life, thereby driving the demand for underground mining equipment.
The metal mining application segment dominated the global mining equipment market in 2019 owing to an increase in hauling of metal deposits and high demand for precious metals. Factors such as favorable government regulations, growth of the mining-related end-use industries, and fluctuation in commodity prices are expected to significantly affect the demand for mining equipment in the metal mining applications. Iron and copper mines in South America and Australia are procuring additional equipment deliveries, which is expected to trigger the growth of this application segment. This procurement is a result of the improvement in the exploration of iron and copper.
The non-metal mining application segment witnessed substantial growth in 2019. Need for non-metal mining has observed an upsurge due to increased demand for the extraction of rocks, stones, sand, and similar materials for the construction of roads, buildings, monuments, and landscaping. Increasing number of investment schemes in this sector by various governments is also boosting the growth of the non-metal mining segment. For instance, in 2019, the Australian government raised new funding for its critical minerals and rare earth minerals sector. Extraction projects in the areas of defense and critical minerals will have access to dual funding through the Export Finance Australia (EFA) and Northern Australia Infrastructure Facility (NAIF).
Asia Pacific accounted for the largest market share in 2019 and is expected to maintain its lead over the forecast period. India, followed by Australia, accounted for a significant share of the overall revenue due to constant investments and increasing infrastructure projects. India offers a number of opportunities for the mining companies as there is significant scope for exploration of bauxite, iron ore, and coal. Furthermore, booming real estate sector in the country is expected to augment the demand for metal mining equipment, thereby contributing to regional growth.
Furthermore, continuous government support for the development of mining and exploration has generated ample opportunities for manufacturers to provide enhanced equipment. For instance, the Government of India has allowed 100% FDI in this sector for the exploration of metal and non-metal ores. Moreover, the Ministry of Steel aims to more than double the steel production capacity to 300 million tons by 2030-31. Such initiatives and support are expected to compel the mining equipment manufacturers to establish a base in the country, thereby amplifying the mining equipment industry growth over the next few years.
Latin America has gained popularity owing to a boost in mineral exploration activities, which is attributed to significant investments in this sector. Chile and Peru are home to a large number of copper and gold mines, which contribute significantly to the global exploration of metals. Moreover, favorable mining regulations for overseas investors, particularly in Peru, Chile, and Colombia, are aiding regional growth. Moreover, the region is home to large deposits of copper, gold, and iron, which provides exploration opportunities, thereby increasing the demand for surface mining equipment.
Companies are stressing on enhancing their service and after-service strategies to provide value-added offerings to clients. For instance, Caterpillar, Inc. strategizes to deliver a superior customer experience, which focuses on value-added offerings to transform traditional product support. Such a strategy has increased the sales of products, which will further strengthen the companys presence in the aftermarket.
Major OEMs have been carrying out joint ventures and development programs for components and purchased-finished materials with certain competitors, aiming to reduce manufacturing costs and provide competitive differentiation. Expansion of offerings by developing the right differentiated product is one of the key strategies adopted by companies to ensure long-term customer loyalty. For instance, Caterpillar, Inc.s next-generation 20-ton size class excavators have helped customers in reducing fuel consumption and maintenance costs, along with increasing operating efficiency to achieve cost and productivity targets. Some of the prominent players in themining equipment market include:
U.S.; Canada; Germany; U.K.; Spain; France; Finland; Sweden; Poland; Russia; China; India; Japan; Australia; Indonesia; South Korea; Philippines; New Zealand; Chile; Peru; Saudi Arabia; South Africa; Iran; Egypt; Ghana
This report forecasts revenue growth at the global, regional, and country levels and provides an analysis of the latest industry trends in each of the sub-segments from 2016 to 2027. For the purpose of this study, Grand View Research has segmented the global mining equipment market report on the basis of equipment, application, and region:
b. Surface mining equipment dominated the global mining equipment market with a share of 41.86% in 2019. This is attributable to increasing demand for coal, iron ore, chromium, and diamonds in emerging economies.
The ongoing pandemic has led to a decline in exploration activities in the oil & gas sector. A number of EPC projects have also witnessed an indefinite pause that has transpired into a slump in the requirement for drilling and excavation services. Economic repercussions of the trend are expected to be highly evident in the Middle East. The report will account for Covid19 as a key market contributor.
Mining Equipment specializes in rail mounted equipment. We have a very large inventory of diesel, battery and trolley locomotives in stock. Various models by Plymouth, Clayton, Brookville, Schma, Goodman, Greensburg and General Electric can be offered. In addition to locomotives, we also have a large inventory of rolling stock such as muck cars, flat cars and mantrips. Mining Equipment also builds new rolling stock to meet our customers needs.
Our ventilation division, Jetair Axiflow Fans, offers a full range of underground ventilation fans and accessories. We now offer our Super-Silenced fans which run quieter and take up less space than conventional fan and silencer combinations. To compliment our fans, we also offer steel ventilation ducting, rolled on-site for your mine or tunnel.
Mine Hoists International is a fully-owned subsidiary of Mining Equipment. Based in North Bay, Ontario, Mine Hoists boasts a large selection of used mine hoists and stage winches. We have more than 35 mine hoists and 60 stage winches, up to 80,000 lbs. capacity.
Mining Equipment is North Americas exclusive agent for Metalliance. Metalliance is the world leader in the design and production of tunnel multi-service vehicles. Mining Equipment is also the exclusive agent for Trident SA (Goodman, Eimco) in the United States. Trident manufactures Goodman battery locomotives in South Africa as well as Eimco over-shot muckers.
Compute North delivers ultimate ROI by going the extra mile to maximize your hashrate and revenue. Our managed services offering puts our expertise to work handling daily monitoring, troubleshooting, miner configuration changes, and more. With our onsite technical resources, our team ensures you get the most out of your mining investment 24/7.
Our facilities are designed with the right capacity and components to continuously power all the most popular cryptocurrency mining hardware. Some examples of mining equipment customers are currently running in our facilities include:
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Emeco Performance Rental is a new kind of rental solution and the first of its kind in the world. Get the equipment and the technology, data, benchmarking and partner to drive significantly higher productivity and performance.
Emeco Flexible Rental gives you control of the worlds best earthmoving equipment so you can take total control of your mine. From a complete fleet to a few machines, long-term or short-term, mine with maximum agility with Emeco.
EOS is Emecos proprietary fleet management and mining technology platform. EOS measures and streams fleet payload performance, dig rates, operational efficiency and time utilisation in real-time to the Emeco Operations Hub.
Since 1972, weve made sure mining companies the world over have all the trucks, excavators, dozers, loaders and earthmoving equipment they need to deliver the resources from the ground to their customers.
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Welcome to Epiroc Customer Center USA Headquarters Serving drilling, quarrying, mining, and construction customers for over 145 years, Epiroc is a global manufacturer of drill rigs, construction, rock excavation equipment, hydraulic excavator attachments, consumables for mining and infrastructure industries, with a range of matching aftermarket services. This location in Greater Denver area is the headquarters for Epiroc USA..
Serving drilling, quarrying, mining, and construction customers for over 145 years, Epiroc is a global manufacturer of drill rigs, construction, rock excavation equipment, hydraulic excavator attachments, consumables for mining and infrastructure industries, with a range of matching aftermarket services.
This article is about how Caterpillarmakes money. Firstly, we explain the key elements of Caterpillar business model. Then, we discussrevenue generating strategies and cost elements of Caterpillar.Then, we discusskey business segments of Caterpillarand how the company generates revenue from each of those segments. Then, we share Caterpillarrevenues by business segments for the year 2014. Finally, we share the revenues, the profits, and the profit margins of Caterpillarfor the year 2014.
Caterpillar is a leading manufacturer of construction and mining equipment, diesel and natural gas engines, industrial gas turbines and diesel-electric locomotives. Caterpillar generates revenues from three major customer segments that include, Construction industries, resources industries and energy and power systems. Caterpillar business is highly dependent on its suppliers for raw materials including commodities like steel that are greatly impacted by macro changes in the environment.
Caterpillarsbusiness model is highly dependent on developing and helping the dealer network succeed globally. The following diagram presents the key revenue and cost elements of Caterpillar business model.
Of the $55.2 billion of Caterpillars total revenues in FY14, $39.8 billion were the cost of sales. This resulted in $15.4 billion of gross profit and a gross margin of 28%. Caterpillar operating costs were $10 billion. These include Selling, general and administrative expenses, Research and development expenses, Interest expense of Financial Products, Goodwill impairment charge, and other operating expenses.This resulted in $5.3 billion of operating profit and an operating margin of 9.7%. After interest and other non-operating income and expenses and income taxes, Caterpillar had a net profit of $3.7 billion and a net margin of 6.7%.
The business model of selling equipment as a service (EaaS) has been around for a while: Rolls-Royce introduced its Power by the Hour program, pricing their Viper aircraft engines based on flight hours, back in 1962.
More recently, the rapid rise of sensors and the advent of machines and devices connected to the Internet of Things has made it more feasible to deploy advanced pricing models based on time, usage, output or financial results. Subscription models offer clear advantages for buyers, who can access expensive equipment without a large, upfront capital outlay, while also sharing risk with the vendor. Sellers also benefit by capturing more of the total value created by the equipment.
Our conversations with executives suggest that this pricing model is proving harder to pull off than they expectedmuch harder than the SaaS programs that have served as templates. In software, the unit cost is close to nil. Adobe, for example, takes some financial risk in releasing Creative Cloud for the price of a monthly payment rather than the license fee of its comparable on-site software. But it doesnt have to ship individual pieces of machinery that cost thousands, or millions, of dollars to producea greater risk than sharing code. Revenue disruption at this scale could lead to a more sustainable income stream, but if anything were to go wrong the financial results could be devastating.
Still, given the potential that sellers and buyers see in this pricing model, theres a strong incentive to make it work for all parties. In our work with companies trying to get this right, three main obstacles slow their progress:
When executive teams understand the risks and opportunities of the equipment as a service (EaaS) pricing model, they can develop offers that work for buyers and sellers, limiting exposure and maximizing the gains for both sides.
Manufacturers have been trying to develop service lines that deliver more reliable streams of revenue for decades. Equipment as a service represents the ultimate pathway to getting there: As long as the machines are running, revenue continues to flow and suppliers share in more of the value that the equipment delivers for customers. Some of that value comes as it would with any service contract, but additional value can also come from the suppliers role as owner of the equipment (see Figures 1 and 2). But to tap that value, manufacturers first have to determine the right pricing model.
These outcome-based models carry more risk and are a good choice only when suppliers can be sure they can accurately measure the resultsand ideally when their service support can help bolster those results. To price successfully, suppliers need to understand the value of the equipment to the customer and decide how to share risk.
Time and usage models. If suppliers determine that they cannot determine the value or how to measure it, they would be better off choosing a model that prices based on factors that are easier to measure.
Selling equipment as a service requires a significant overhaul of the commercial operating model. The shift from episodic sales contact to ongoing engagement has profound implications not only for a firms financials, but also for product development, sales and customer service.
Successful sellers develop collaborative relationships with customers that allow both parties to understand ownership costs, the production process, expected profit margins and preferred contract terms. Details about contract duration, amortization plans and post-contract value of the equipment are essential in order for customers and suppliers to make informed comparisons between buying and subscribing.
Customer service will need to make big changes, shifting from mere technical support after sales to becoming an ongoing partner that helps configure and maintain equipment, as well as performing diagnostics and data analysis that help customers improve performance.
Taking over the responsibility for ownership of equipment throughout its service life can force suppliers to rethink product designs. When General Electric began selling its GE90 engine on a power-by-the-hour plan, it made design changes to reduce operating costs and improve serviceability. GE added sensors and intelligence that optimize performance and reduce fuel consumption. It also created digital twins that allowed for better comparisons between the performance of actual engines and models with potential design changes.
The transition from one-time capex sales to a recurring revenue model can put enormous pressure on firm financials as revenues can drop significantly in the early years. At the same time, costs will increase as companies continue to invest in equipment for customers, while also investing in new capabilities required to successfully deliver services that integrate hardware, software, communications capabilities, and performance-optimizing data and analytics.
When technology companies began making this transition from selling on-premise products to cloud-based SaaS and managed services, the financial transition came to be known as what the Technology Services Industry Association (TSIA) called in its 2013 book,B4B,swallowing the fishfor the shape of the rising cost curve over the decreasing revenue curve (see Figure 3).
Before shifting to a subscription model, companies should develop a keen understanding of what drives adoption and uptake of new pricing models. They should work with customers to understand how the new pricing scheme will be received, and they need to develop clearly packaged value propositions that are easy for customers to understand and measure. And of course, companies need to signal to their investors how the change in pricing will affect revenue and earnings.
The transition from selling to service will not happen as rapidly in machinery and equipment as it has for software. Although we are already seeing movement in some categoriesparticularly in discrete devices such as robotslarger and more complex systems will take longer to shift to this model. Machinery and equipment vendors are already building high-value services around data analytics, designed to optimize system performance. These are laying the groundwork for broader service relationships. Other services are likely to be folded in, including quality control, asset tracking and remote monitoring, eventually leading to full service models.
First movers are likely to capture outsized rewards from the shift, developing closer relationships with their customers and transitioning revenue models early. Executives at machinery and equipment vendors trying to determine whether its time to move toward EaaS offers should consider several issues:
Mark Burton is an expert vice president, and David Burns and Ron Kermisch are partners, with Bain & Companys Global Customer Strategy & Marketing practice. Mark and Ron work in Bains Boston office, and David is based in Chicago.