Client input
A mining-equipment wear-parts and replacement list estimated at approximately RMB 50 million.
Completed project case
China Mining Wear Parts Procurement Case for South America
A South American client shared a mining-equipment wear-parts and replacement list with an estimated value of approximately RMB 50 million. The initial challenge was to classify the list, identify equipment references, separate standard consumables from technical parts, and build a supplier-verification plan before purchasing.
- Status
- Completed engagements
- Scope
- Procurement coordination
- Role
- China-side execution
- Region
- South America
- Status
- Completed mining procurement project
- Project type
- Equipment & Mining
- Scale
- Approx. RMB 50M requirement list
Project record
Project Scope and Execution Record
These points explain the buyer situation, procurement requirement, Easysail role and completed China-side work.
First task
Classify items and identify equipment, model, drawing, material and part references.
China-side role
Technical matching, supplier qualification, commercial comparison and procurement planning.
Completion record
The project was completed with a clear China-side execution structure, supplier coordination, follow-up checkpoints and delivery planning.
Project background
A Large List Is Not Yet a Purchasable Specification
Mining lists often combine wear parts, filters, hydraulic items, undercarriage components, bucket parts, bearings, electrical components and workshop consumables. Part names alone may not identify compatibility.
The work starts by connecting each item to equipment brand, model, serial, drawing, part number, material, dimensions, sample or operating condition. Only then can supplier quotations be compared responsibly.
Work completed
How the Requirement Was Structured
The completed engagement connected technical identification, supplier qualification, commercial comparison and delivery planning.
List Classification
Group items by equipment, system, wear category, technical-identification method, quantity and procurement priority.
Technical Matching
Collect part numbers, drawings, dimensions, materials, samples and equipment references needed for compatibility.
Supplier Packages
Separate OEM-compatible parts, specialized wear components, standard industrial items and consumables for suitable suppliers.
Commercial and Logistics Plan
Compare price basis, minimum quantities, lead times, inspection, packing, weight, consolidation and replenishment potential.
Key decisions and controls
Why Part Identification Comes Before Price Comparison
A wrong low-price part has no value if it causes downtime or cannot be installed.
- Part numbers are incomplete, superseded or linked to different equipment configurations.
- Material and heat-treatment requirements are not defined for wear parts.
- Samples are copied visually without dimensional or performance confirmation.
- Suppliers quote different technical scopes under the same line-item name.
- Heavy and small parts are packed without clear item identification.
- No replenishment model distinguishes urgent critical items from normal stock.
Completed execution sequence
A Phased Procurement Approach
The project can be divided into technical clarification, pilot orders and scale procurement.
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01
Clean the Data
Resolve part identification and create comparable line items.
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02
Qualify Suppliers
Verify manufacturing, material, testing and similar mining-part experience.
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03
Pilot Priority Items
Use samples or controlled initial orders for high-risk parts.
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04
Build Replenishment
Develop inspection, packing, stock and repeat-order records.
Completion note
Completed Project
This completed project shows how Easysail turns a buyer requirement into practical supplier coordination, inspection follow-up and delivery planning in China.
Client perspective
What the Client Valued
Our spare-parts list was very large and covered different machines, models and technical requirements. Easysail did not rush to give us a collection of prices. They first classified the items, identified the information that was missing and separated the work by supplier capability. That structured approach was exactly what we needed for a procurement program of this size.
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