The Army Materiel Command (AMC) is adopting commercial construction management practices-such as PMBOK-aligned processes, early contractor involvement, and lifecycle cost analysis-to speed military infrastructure delivery, improve budget discipline, and lower long-term maintenance costs. Announced March 31, 2026, at Redstone Arsenal, this initiative follows a Secretary-of-the-Army directive to modernize military construction, repair, and maintenance using streamlined contracting and advanced construction technologies. The effort covers design-build to budget models, modular construction, 3D printing, and data-driven project management. Persistent challenges include aligning practices with public procurement regulations and meeting security requirements necessary for broader implementation.
Background
Military construction has traditionally followed design-bid-build methods under the Federal Acquisition Regulation, resulting in extended timelines and limited adaptability. The Army is increasing its use of commercial best practices-such as early contractor involvement and alternative delivery methods-to address these issues. This shift aligns with broader acquisition reform aimed at reducing bureaucracy and enhancing responsiveness.
Details
AMC is rolling out a design-build to budget model, similar to approaches used in FBI projects, that enables commercial firms to oversee projects from design through construction. Notable efforts include the RUBA initiative at Fort Polk, which leverages 3D printing for expeditionary lodging, and the FORGE program at multiple bases. AMC has transitioned project control from traditional government organizations, such as the Corps of Engineers, to private architectural-engineering firms to accelerate decision-making and execution, according to sources.
At Fort Bliss, a 3D-printed barracks project delivered three 5,700-square-foot buildings more quickly and cost-effectively than conventional methods, highlighting the potential of these innovations. Modular construction and fabric-tension structures also contribute to reduced labor and shortened schedules. Other Transaction Authorities (OTAs)-flexible contracting mechanisms-have halved procurement cycle durations. Brig. Gen. Freddy Adams indicated that award timelines declined from as much as 299 days to just 29 days. Data-driven tools are being used to automate facility investment planning and streamline approval processes.
Challenges
Adapting private-sector methods in a military setting requires careful compliance with public procurement rules, classification standards, and security mandates. Early contractor involvement and lifecycle cost analysis necessitate modified oversight to ensure proper risk management. The Army must balance the drive for speed and innovation with legal, financial, and mission assurance requirements.
Outlook
As AMC broadens its use of design-build models, OTAs, and commercial delivery methods, further pilot projects are expected. Demonstrated reductions in project timelines and lifecycle costs could influence wider policy changes across the Army. However, scaling these approaches will require reconciling regulatory constraints with operational and budgetary objectives.
