losses and operational risks. Despite their importance, shutdown projects are still frequently managed using fragmented and non-integrated approaches, limiting reliability and predictability. This paper addresses this gap by proposing an integrated and collaborative framework for shutdown project delivery. The project analysis focuses on the replacement of critical equipment during a shutdown of a copper concentrator plant operated by Sociedad Minera El Brocal, which manages the Colquijirca mining unit located in the District of Tinyahuarco, Province of Pasco, Department and Region of Pasco (4,239 m.a.s.l.), Peru. The scope included the development of Basic and Detailed Engineering for the replacement of the CJ412 primary crusher and coarse ore bin. Plant shutdowns are cyclical major maintenance events influenced by internal and external factors. They require significant human and material resources. The main costs associated with a scheduled shutdown include production loss penalties, direct shutdown costs, and the corresponding loss of profit, as shown in Figure 1. In this context, replacing critical equipment involves meticulous development of adaptation, assembly, and constructability engineering for its main components, all within a limited time window. The shutdown for this project was scheduled for 15 calendar days, specifically from 7 to 21 May 2021. Figure 1: Costs Associated with Plant Shutdowns (Adapted from Pulido J.) The project engineering was entirely developed in Spain, with key suppliers located in Sweden, Brazil, and Peru. The multidisciplinary project team operated in a multicultural environment, with Peruvian and Spanish professionals working remotely in 2020 due to the COVID-19 pandemic. These factors significantly increased the technical, logistical, and managerial complexity of the project, making the scope identification and definition process (see Figure 2) highly susceptible to disruption. Additional sources of variability included changes in shutdown dates, new COVID-19 protocols, operational changes, and logistical challenges due to the unavailability of components and/or spare parts. This paper outlines the implementation of the VDC methodology by a multidisciplinary team to establish collaborative management with an integrated approach, aiming to maximise value in project delivery to the O&M user—an approach that could be highly beneficial for similar projects. . Objetives
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