Continuous Miner Market by Power Rating (301 To 600 HP, Above 600 HP, Less Than 300 HP), Component (Conveyor System, Cutter Head, Electrical System), Application, Distribution Channel - Global Forecast 2025-2032
Description
The Continuous Miner Market was valued at USD 3.29 billion in 2024 and is projected to grow to USD 3.46 billion in 2025, with a CAGR of 5.12%, reaching USD 4.91 billion by 2032.
A concise synthesis of operational drivers, safety imperatives, and technological trends shaping contemporary continuous mining strategies across diverse mining operations
The continuous miner sector sits at a pivotal intersection of mechanization, digital integration, and evolving regulatory priorities that together are redefining underground and surface extraction strategies. This executive summary synthesizes current operational drivers, technological inflections, and strategic considerations so that business leaders, engineering teams, and investment committees can align near-term actions with longer-term resilience goals. The narrative prioritizes clarity and applicability, emphasizing how shifts in sourcing, component design, and service models are converging to reshape competitive positioning and project economics.
Across mining environments, teams are adapting to tighter safety expectations and higher productivity mandates through disciplined adoption of automated functions, modular equipment architectures, and improved aftersales ecosystems. As stakeholders consider capital and service commitments, this introduction frames the broader themes explored in subsequent sections: technological transformation, tariff-driven supply chain repercussions, segmentation-specific implications, regional differentials, and recommended responses for industry participants. The intent is to equip decision-makers with a concise, actionable synthesis that supports both tactical adjustments and strategic planning.
How automation, electrification, and integrated digital systems are converging to redefine equipment architecture, service models, and operational risk management in mining
The landscape for continuous mining is undergoing transformative shifts driven by an interplay of technology innovation, workforce evolution, and regulatory pressure. Automation and remote operation capabilities are moving beyond pilot phases into regular deployment, reducing human exposure in hazardous zones and increasing cycle consistency. Concurrently, electrification is advancing as an alternative to diesel power where ventilation constraints and emissions mandates pressure operators to seek lower-carbon solutions. These twin vectors are catalyzing a reconfiguration of equipment architectures toward modular subsystems that facilitate maintenance, upgradeability, and component reuse.
In parallel, digitalization is maturing from standalone telematics to integrated operational platforms that link machine health, production scheduling, and predictive maintenance workflows. This enables a shift from reactive service models to performance-based contracts and condition-driven interventions. Supply chain dynamics are also shifting as firms reassess supplier relationships, nearshoring options, and inventory strategies to minimize lead-time vulnerability. Taken together, these shifts create new pathways for differentiation: companies that pair robust mechanical engineering with software-enabled service offerings will capture sustained value. Transition strategies should therefore prioritize interoperability, cybersecurity hygiene, and workforce reskilling to fully realize the productivity and safety gains on offer.
Assessing how recent tariff shifts have reshaped sourcing decisions, supplier strategies, and the operational calculus for parts, service, and equipment procurement in mining
The imposition of tariff measures has created a reordering of procurement calculus and supply chain design for mining equipment stakeholders. Tariff pressures act as a catalyst for buyers and suppliers to reconsider sourcing strategies, pushing some buyers to examine alternate supplier geographies while prompting certain manufacturers to evaluate local assembly or component production to mitigate landed cost increases. This reorientation affects not only first‑line equipment acquisition but also spare parts provisioning and aftermarket service contracts, where total cost of ownership and lead-time reliability have become prominent decision criteria.
Consequently, equipment OEMs and component suppliers are adjusting their commercial and operational playbooks. Some are adapting pricing strategies and contractual terms to preserve competitiveness, while others are investing in dual-sourcing arrangements to reduce single-point vulnerabilities. Procurement teams are responding by lengthening planning horizons for critical spares and by integrating tariff scenarios into supplier risk assessments. In turn, engineering teams are prioritizing design choices that simplify localization, such as modular subassemblies and standardized interfaces that facilitate regional sourcing and expedited maintenance. The cumulative effect is a more resilient, though more complex, global supply ecosystem that demands closer coordination between procurement, engineering, and field operations.
Segmentation-driven insights that illuminate how application type, power band, distribution channel, and component architectures determine design, uptime, and service priorities
Deeper insight emerges when the continuous miner domain is examined through its primary segmentation lenses, because each axis highlights distinct engineering, service, and procurement implications. Based on Application, the distinction between Longwall and Room And Pillar deployment environments drives divergent machine form factors, dust and ventilation requirements, and face‑control system choices, which in turn influence cutter configurations and conveyor integration. Based on Power Rating, the operational envelope differs across 301 To 600 HP, Above 600 HP, and Less Than 300 HP categories, shaping thermal management strategies, drivetrain selections, and the scale of auxiliary systems needed to support continuous operation.
Based on Distribution Channel, the dynamics between Aftermarket Service Provider and Original Equipment Manufacturer relationships affect spare parts availability, service-level expectations, and opportunities for extended warranties or performance contracting. Based on Component, focusing on Conveyor System, Cutter Head, Electrical System, and Hydraulic System surfaces component-level innovation and maintenance trade-offs; within Conveyor System, the functional differences between Apron Conveyor and Belt Conveyor have implications for throughput, abrasion resilience, and integration complexity, while Cutter Head choices between Single Cutter and Twin Cutter affect cutting patterns, torque profiles, and replacement cadence. Similarly, Electrical System subcomponents such as Control Panel and Motor dictate diagnostic strategies and firmware management, and Hydraulic System elements like Pump and Valves determine fluid cleanliness regimes and leak mitigation priorities. When these segmentation lenses are layered together, they reveal clear opportunities for component standardization, service bundling, and design modularity that can reduce downtime and simplify global servicing strategies.
Regional operational and regulatory distinctions that determine equipment preferences, localization strategies, and aftermarket service requirements across major global geographies
Regional dynamics play a decisive role in shaping demand patterns, regulatory compliance, and supplier footprints; understanding these differences is essential for aligning product design and commercial strategy. In the Americas, asset replacement cycles, regional regulatory enforcement, and a strong presence of legacy fleets influence priorities toward retrofit solutions, robust aftermarket support, and an emphasis on safety upgrades that align with domestic standards. In Europe, Middle East & Africa, compliance complexity, heterogeneous geology, and diverse capital deployment models foster demand for adaptable equipment platforms and bespoke engineering support, particularly where regulatory regimes emphasize emissions and occupational safety.
In Asia-Pacific, rapid industrialization, varying levels of mechanization across jurisdictions, and significant investment in mine productivity create fertile conditions for both high-capacity equipment and cost-sensitive configurations. Across all regions, local content rules, labor availability, and infrastructure constraints guide decisions about product localization, inventory stocking, and service network design. These regional contours inform how companies prioritize R&D investment, where they locate assembly or repair centers, and how they structure commercial offers to reflect the operational realities of each geography.
How leading manufacturers and service providers combine modular design, digital services, and strategic partnerships to differentiate through availability and total lifecycle performance
Companies that lead in the continuous miner domain demonstrate a clear pattern of strategic focus: they combine mechanical reliability with scalable service propositions and targeted investments in digital enablement. Leading manufacturers are optimizing product portfolios to emphasize modularity, enabling quicker installation and easier component replacement in constrained underground environments. At the same time, service organizations are evolving from transactional spare-parts businesses toward integrated uptime partnerships that leverage remote diagnostics, predictive maintenance algorithms, and outcome-based contracting to align incentives with operators.
Collaboration between component specialists and systems integrators is becoming more common as OEMs seek to accelerate time-to-market for electrified and remotely operated solutions. Strategic alliances, joint development programs, and selective acquisitions are tactical responses to capability gaps, particularly in areas such as power electronics, advanced cutting systems, and condition-monitoring software. Meanwhile, aftermarket service providers that can guarantee fast response times and deep parts inventories are capturing premium positioning with large operators who prioritize availability. Competitive differentiation increasingly hinges on how well companies can bundle engineering expertise, digital services, and robust logistics to deliver measurable operational improvements.
Practical, high-impact strategic steps for enhancing supply resilience, accelerating digital adoption, and aligning service models with operational productivity objectives
Industry leaders should adopt a pragmatic portfolio of actions that protect operational continuity while capturing upside from emerging technology shifts. First, diversify sourcing by establishing qualified secondary suppliers and regional assembly options to reduce exposure to single-country tariff and logistics disruptions. Second, invest in modular design and standardized interfaces so that components can be swapped, upgraded, or localized with minimal redesign effort, thereby shortening repair cycles and broadening supplier choices. Third, accelerate digital enablement initiatives that connect machine health data to proactive maintenance workflows, which will reduce unplanned downtime and lower long-term service costs.
Fourth, recalibrate commercial models to include performance-based elements and extended service agreements that align supplier incentives with operator productivity goals. Fifth, prioritize workforce development and reskilling programs so that technicians can manage more sophisticated electromechanical systems and interpret diagnostic outputs. Sixth, pursue targeted partnerships with component specialists or software firms to close capability gaps quickly rather than attempting extensive in-house development. Finally, incorporate tariff and regulatory scenario planning into capital approval processes so procurement and engineering teams can make decisions that remain robust under shifting trade conditions. These actions, taken together, will materially improve resilience and create optionality for future technology adoption.
A rigorous mixed-methods approach combining stakeholder interviews, component-level analysis, and scenario testing to derive practical insights and validate strategic implications
The research approach underpinning this summary combined structured qualitative inquiry and rigorous secondary synthesis to ensure balanced, actionable conclusions. Primary research included targeted interviews with technical leaders, procurement specialists, and field service managers to capture first‑hand perspectives on equipment performance, maintenance regimes, and supplier relationships. These insights were triangulated with publicly available technical literature, regulatory documents, and operational case studies to validate claims about technology adoption patterns and design trade-offs.
Analytical methods emphasized component-level assessment, supply chain mapping, and scenario analysis to explore how tariffs, regional differences, and power architecture choices influence procurement and maintenance strategies. Data validation workshops with domain experts helped refine interpretations and surface practical implications for equipment design and aftermarket service delivery. Limitations of the methodology include variability in site-specific operational practices and the evolving nature of regulatory frameworks; to mitigate these, findings focus on robust trends and strategic implications rather than prescriptive operational mandates.
Synthesis of strategic imperatives showing how resilience, modular engineering, and data-driven service models together create enduring operational and safety advantages
In conclusion, the continuous miner landscape is being reshaped by intersecting forces of technology advancement, supply chain recalibration, and regional regulatory dynamics. Organizations that act to diversify sourcing, embrace modular and electrified designs, and adopt data-driven service models will generate competitive advantages in uptime, cost predictability, and regulatory compliance. At the same time, tariff shifts and regional nuances require a more nuanced procurement approach that balances global supplier relationships with regional operational realities.
Moving forward, leaders should treat resilience and innovation as complementary priorities: investments that improve flexibility and digital visibility will both mitigate near-term risks and unlock longer-term productivity gains. By aligning engineering roadmaps, commercial models, and workforce development strategies, companies can convert the current period of change into a strategic inflection point that enhances safety, efficiency, and profitability across mining operations.
Note: PDF & Excel + Online Access - 1 Year
A concise synthesis of operational drivers, safety imperatives, and technological trends shaping contemporary continuous mining strategies across diverse mining operations
The continuous miner sector sits at a pivotal intersection of mechanization, digital integration, and evolving regulatory priorities that together are redefining underground and surface extraction strategies. This executive summary synthesizes current operational drivers, technological inflections, and strategic considerations so that business leaders, engineering teams, and investment committees can align near-term actions with longer-term resilience goals. The narrative prioritizes clarity and applicability, emphasizing how shifts in sourcing, component design, and service models are converging to reshape competitive positioning and project economics.
Across mining environments, teams are adapting to tighter safety expectations and higher productivity mandates through disciplined adoption of automated functions, modular equipment architectures, and improved aftersales ecosystems. As stakeholders consider capital and service commitments, this introduction frames the broader themes explored in subsequent sections: technological transformation, tariff-driven supply chain repercussions, segmentation-specific implications, regional differentials, and recommended responses for industry participants. The intent is to equip decision-makers with a concise, actionable synthesis that supports both tactical adjustments and strategic planning.
How automation, electrification, and integrated digital systems are converging to redefine equipment architecture, service models, and operational risk management in mining
The landscape for continuous mining is undergoing transformative shifts driven by an interplay of technology innovation, workforce evolution, and regulatory pressure. Automation and remote operation capabilities are moving beyond pilot phases into regular deployment, reducing human exposure in hazardous zones and increasing cycle consistency. Concurrently, electrification is advancing as an alternative to diesel power where ventilation constraints and emissions mandates pressure operators to seek lower-carbon solutions. These twin vectors are catalyzing a reconfiguration of equipment architectures toward modular subsystems that facilitate maintenance, upgradeability, and component reuse.
In parallel, digitalization is maturing from standalone telematics to integrated operational platforms that link machine health, production scheduling, and predictive maintenance workflows. This enables a shift from reactive service models to performance-based contracts and condition-driven interventions. Supply chain dynamics are also shifting as firms reassess supplier relationships, nearshoring options, and inventory strategies to minimize lead-time vulnerability. Taken together, these shifts create new pathways for differentiation: companies that pair robust mechanical engineering with software-enabled service offerings will capture sustained value. Transition strategies should therefore prioritize interoperability, cybersecurity hygiene, and workforce reskilling to fully realize the productivity and safety gains on offer.
Assessing how recent tariff shifts have reshaped sourcing decisions, supplier strategies, and the operational calculus for parts, service, and equipment procurement in mining
The imposition of tariff measures has created a reordering of procurement calculus and supply chain design for mining equipment stakeholders. Tariff pressures act as a catalyst for buyers and suppliers to reconsider sourcing strategies, pushing some buyers to examine alternate supplier geographies while prompting certain manufacturers to evaluate local assembly or component production to mitigate landed cost increases. This reorientation affects not only first‑line equipment acquisition but also spare parts provisioning and aftermarket service contracts, where total cost of ownership and lead-time reliability have become prominent decision criteria.
Consequently, equipment OEMs and component suppliers are adjusting their commercial and operational playbooks. Some are adapting pricing strategies and contractual terms to preserve competitiveness, while others are investing in dual-sourcing arrangements to reduce single-point vulnerabilities. Procurement teams are responding by lengthening planning horizons for critical spares and by integrating tariff scenarios into supplier risk assessments. In turn, engineering teams are prioritizing design choices that simplify localization, such as modular subassemblies and standardized interfaces that facilitate regional sourcing and expedited maintenance. The cumulative effect is a more resilient, though more complex, global supply ecosystem that demands closer coordination between procurement, engineering, and field operations.
Segmentation-driven insights that illuminate how application type, power band, distribution channel, and component architectures determine design, uptime, and service priorities
Deeper insight emerges when the continuous miner domain is examined through its primary segmentation lenses, because each axis highlights distinct engineering, service, and procurement implications. Based on Application, the distinction between Longwall and Room And Pillar deployment environments drives divergent machine form factors, dust and ventilation requirements, and face‑control system choices, which in turn influence cutter configurations and conveyor integration. Based on Power Rating, the operational envelope differs across 301 To 600 HP, Above 600 HP, and Less Than 300 HP categories, shaping thermal management strategies, drivetrain selections, and the scale of auxiliary systems needed to support continuous operation.
Based on Distribution Channel, the dynamics between Aftermarket Service Provider and Original Equipment Manufacturer relationships affect spare parts availability, service-level expectations, and opportunities for extended warranties or performance contracting. Based on Component, focusing on Conveyor System, Cutter Head, Electrical System, and Hydraulic System surfaces component-level innovation and maintenance trade-offs; within Conveyor System, the functional differences between Apron Conveyor and Belt Conveyor have implications for throughput, abrasion resilience, and integration complexity, while Cutter Head choices between Single Cutter and Twin Cutter affect cutting patterns, torque profiles, and replacement cadence. Similarly, Electrical System subcomponents such as Control Panel and Motor dictate diagnostic strategies and firmware management, and Hydraulic System elements like Pump and Valves determine fluid cleanliness regimes and leak mitigation priorities. When these segmentation lenses are layered together, they reveal clear opportunities for component standardization, service bundling, and design modularity that can reduce downtime and simplify global servicing strategies.
Regional operational and regulatory distinctions that determine equipment preferences, localization strategies, and aftermarket service requirements across major global geographies
Regional dynamics play a decisive role in shaping demand patterns, regulatory compliance, and supplier footprints; understanding these differences is essential for aligning product design and commercial strategy. In the Americas, asset replacement cycles, regional regulatory enforcement, and a strong presence of legacy fleets influence priorities toward retrofit solutions, robust aftermarket support, and an emphasis on safety upgrades that align with domestic standards. In Europe, Middle East & Africa, compliance complexity, heterogeneous geology, and diverse capital deployment models foster demand for adaptable equipment platforms and bespoke engineering support, particularly where regulatory regimes emphasize emissions and occupational safety.
In Asia-Pacific, rapid industrialization, varying levels of mechanization across jurisdictions, and significant investment in mine productivity create fertile conditions for both high-capacity equipment and cost-sensitive configurations. Across all regions, local content rules, labor availability, and infrastructure constraints guide decisions about product localization, inventory stocking, and service network design. These regional contours inform how companies prioritize R&D investment, where they locate assembly or repair centers, and how they structure commercial offers to reflect the operational realities of each geography.
How leading manufacturers and service providers combine modular design, digital services, and strategic partnerships to differentiate through availability and total lifecycle performance
Companies that lead in the continuous miner domain demonstrate a clear pattern of strategic focus: they combine mechanical reliability with scalable service propositions and targeted investments in digital enablement. Leading manufacturers are optimizing product portfolios to emphasize modularity, enabling quicker installation and easier component replacement in constrained underground environments. At the same time, service organizations are evolving from transactional spare-parts businesses toward integrated uptime partnerships that leverage remote diagnostics, predictive maintenance algorithms, and outcome-based contracting to align incentives with operators.
Collaboration between component specialists and systems integrators is becoming more common as OEMs seek to accelerate time-to-market for electrified and remotely operated solutions. Strategic alliances, joint development programs, and selective acquisitions are tactical responses to capability gaps, particularly in areas such as power electronics, advanced cutting systems, and condition-monitoring software. Meanwhile, aftermarket service providers that can guarantee fast response times and deep parts inventories are capturing premium positioning with large operators who prioritize availability. Competitive differentiation increasingly hinges on how well companies can bundle engineering expertise, digital services, and robust logistics to deliver measurable operational improvements.
Practical, high-impact strategic steps for enhancing supply resilience, accelerating digital adoption, and aligning service models with operational productivity objectives
Industry leaders should adopt a pragmatic portfolio of actions that protect operational continuity while capturing upside from emerging technology shifts. First, diversify sourcing by establishing qualified secondary suppliers and regional assembly options to reduce exposure to single-country tariff and logistics disruptions. Second, invest in modular design and standardized interfaces so that components can be swapped, upgraded, or localized with minimal redesign effort, thereby shortening repair cycles and broadening supplier choices. Third, accelerate digital enablement initiatives that connect machine health data to proactive maintenance workflows, which will reduce unplanned downtime and lower long-term service costs.
Fourth, recalibrate commercial models to include performance-based elements and extended service agreements that align supplier incentives with operator productivity goals. Fifth, prioritize workforce development and reskilling programs so that technicians can manage more sophisticated electromechanical systems and interpret diagnostic outputs. Sixth, pursue targeted partnerships with component specialists or software firms to close capability gaps quickly rather than attempting extensive in-house development. Finally, incorporate tariff and regulatory scenario planning into capital approval processes so procurement and engineering teams can make decisions that remain robust under shifting trade conditions. These actions, taken together, will materially improve resilience and create optionality for future technology adoption.
A rigorous mixed-methods approach combining stakeholder interviews, component-level analysis, and scenario testing to derive practical insights and validate strategic implications
The research approach underpinning this summary combined structured qualitative inquiry and rigorous secondary synthesis to ensure balanced, actionable conclusions. Primary research included targeted interviews with technical leaders, procurement specialists, and field service managers to capture first‑hand perspectives on equipment performance, maintenance regimes, and supplier relationships. These insights were triangulated with publicly available technical literature, regulatory documents, and operational case studies to validate claims about technology adoption patterns and design trade-offs.
Analytical methods emphasized component-level assessment, supply chain mapping, and scenario analysis to explore how tariffs, regional differences, and power architecture choices influence procurement and maintenance strategies. Data validation workshops with domain experts helped refine interpretations and surface practical implications for equipment design and aftermarket service delivery. Limitations of the methodology include variability in site-specific operational practices and the evolving nature of regulatory frameworks; to mitigate these, findings focus on robust trends and strategic implications rather than prescriptive operational mandates.
Synthesis of strategic imperatives showing how resilience, modular engineering, and data-driven service models together create enduring operational and safety advantages
In conclusion, the continuous miner landscape is being reshaped by intersecting forces of technology advancement, supply chain recalibration, and regional regulatory dynamics. Organizations that act to diversify sourcing, embrace modular and electrified designs, and adopt data-driven service models will generate competitive advantages in uptime, cost predictability, and regulatory compliance. At the same time, tariff shifts and regional nuances require a more nuanced procurement approach that balances global supplier relationships with regional operational realities.
Moving forward, leaders should treat resilience and innovation as complementary priorities: investments that improve flexibility and digital visibility will both mitigate near-term risks and unlock longer-term productivity gains. By aligning engineering roadmaps, commercial models, and workforce development strategies, companies can convert the current period of change into a strategic inflection point that enhances safety, efficiency, and profitability across mining operations.
Note: PDF & Excel + Online Access - 1 Year
Table of Contents
197 Pages
- 1. Preface
- 1.1. Objectives of the Study
- 1.2. Market Segmentation & Coverage
- 1.3. Years Considered for the Study
- 1.4. Currency
- 1.5. Language
- 1.6. Stakeholders
- 2. Research Methodology
- 3. Executive Summary
- 4. Market Overview
- 5. Market Insights
- 5.1. Growing adoption of automation and remote control systems in continuous miner operations to improve safety and efficiency
- 5.2. Integration of advanced sensor-based condition monitoring for predictive maintenance in continuous miners across mining sites
- 5.3. Development of energy-efficient drive systems and power management solutions for continuous miner machines
- 5.4. Implementation of low-emission diesel and electric powertrains to comply with global environmental regulations in mining
- 5.5. Collaboration between equipment manufacturers and software providers for digital twin technology in continuous miner fleets
- 5.6. Rising focus on operator assistance systems with machine learning for optimized cutting performance and reduced downtime
- 5.7. Expansion of retrofit services and aftermarket support to extend the lifecycle of legacy continuous mining machines
- 6. Cumulative Impact of United States Tariffs 2025
- 7. Cumulative Impact of Artificial Intelligence 2025
- 8. Continuous Miner Market, by Power Rating
- 8.1. 301 To 600 HP
- 8.2. Above 600 HP
- 8.3. Less Than 300 HP
- 9. Continuous Miner Market, by Component
- 9.1. Conveyor System
- 9.1.1. Apron Conveyor
- 9.1.2. Belt Conveyor
- 9.2. Cutter Head
- 9.2.1. Single Cutter
- 9.2.2. Twin Cutter
- 9.3. Electrical System
- 9.3.1. Control Panel
- 9.3.2. Motor
- 9.4. Hydraulic System
- 9.4.1. Pump
- 9.4.2. Valves
- 10. Continuous Miner Market, by Application
- 10.1. Longwall
- 10.2. Room And Pillar
- 11. Continuous Miner Market, by Distribution Channel
- 11.1. Aftermarket Service Provider
- 11.2. Original Equipment Manufacturer
- 12. Continuous Miner Market, by Region
- 12.1. Americas
- 12.1.1. North America
- 12.1.2. Latin America
- 12.2. Europe, Middle East & Africa
- 12.2.1. Europe
- 12.2.2. Middle East
- 12.2.3. Africa
- 12.3. Asia-Pacific
- 13. Continuous Miner Market, by Group
- 13.1. ASEAN
- 13.2. GCC
- 13.3. European Union
- 13.4. BRICS
- 13.5. G7
- 13.6. NATO
- 14. Continuous Miner Market, by Country
- 14.1. United States
- 14.2. Canada
- 14.3. Mexico
- 14.4. Brazil
- 14.5. United Kingdom
- 14.6. Germany
- 14.7. France
- 14.8. Russia
- 14.9. Italy
- 14.10. Spain
- 14.11. China
- 14.12. India
- 14.13. Japan
- 14.14. Australia
- 14.15. South Korea
- 15. Competitive Landscape
- 15.1. Market Share Analysis, 2024
- 15.2. FPNV Positioning Matrix, 2024
- 15.3. Competitive Analysis
- 15.3.1. Komatsu Ltd.
- 15.3.2. Caterpillar Inc.
- 15.3.3. Epiroc AB
- 15.3.4. Sandvik AB
- 15.3.5. FAMUR S.A.
- 15.3.6. Dalian Huarui Heavy Industry Co., Ltd.
- 15.3.7. Henan Tazhang Machinery Co., Ltd.
- 15.3.8. Xuzhou Construction Machinery Group Co., Ltd.
- 15.3.9. Zoomlion Heavy Industry Science & Technology Co., Ltd.
- 15.3.10. Changsha Mining Machinery Factory Group Co., Ltd.
- 15.3.11. Komatsu Mining Corporation
- 15.3.12. SANY Group
- 15.3.13. Zhengzhou Coal Mining Machinery Group Co., Ltd.
- 15.3.14. Eickhoff Bergbautechnik GmbH
- 15.3.15. XCMG Group
- 15.3.16. Becker Mining Systems AG
- 15.3.17. Atlas Copco AB
- 15.3.18. FLSmidth & Co. A/S
- 15.3.19. Kopex S.A.
- 15.3.20. Liebherr Group
- 15.3.21. Terex Corporation
- 15.3.22. Wabtec Corporation
- 15.3.23. Phillips Machine South Africa (Pty) Ltd.
- 15.3.24. Normet Group
- 15.3.25. J.C. Bamford Excavators Ltd.
- 15.3.26. Hitachi Construction Machinery Co., Ltd.
- 15.3.27. Shandong China Coal Industrial & Mining Supplies Group Co., Ltd.
- 15.3.28. Wirtgen Group
- 15.3.29. China Coal Technology & Engineering Group Corp.
- 15.3.30. Gainwell Engineering
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