Integrating Business Case Evaluation and Benefits Management in Saudi Mining Investment Portfolios under Vision 2030

Mining investment appraisal frequently concentrates on forecast financial returns, while benefits management focuses on outcomes after assets become operational. Treating these activities separately weakens accountability when scope, delivery dates, market conditions, or operating assumptions change. This paper develops an integrative framework connecting business case evaluation and benefits management in Saudi mining investment portfolios under Vision 2030. A targeted review of scholarly literature and official reporting informs the analysis of benefit formulation, governance, portfolio constraints, digital evidence, and post-investment evaluation. The proposed framework links an assumption register, benefit ownership, staged authorization, delivery monitoring, operational verification, and portfolio reassessment. It distinguishes physical outputs from realized outcomes and corporate financial changes from attributable project benefits. A transparent hypothetical discounted-cash-flow exercise shows how delay, benefit shortfall, and capital-cost escalation can reverse an apparently favorable investment case. Three tables define appraisal criteria, benefit records, and review responsibilities; an original diagram represents the proposed feedback architecture. The framework remains conceptual and requires testing with authorized project records. Its contribution is a practical account of how investment promises can remain connected to measurable outcomes throughout the project and operating lifecycle.