But as these models gain traction, one thing is becoming clear: success is not determined by the delivery method itself, but by how well project teams align around shared goals, communication and long-term outcomes. Drawing from recent project experience and industry best practices, 27������ explores key lessons learned in and how teams can better position themselves for successful outcomes.

The Shift Toward Collaborative Delivery Methods

“Alternative delivery is gaining traction due to increasing price volatility, supply chain disruptions and long lead times, which drive up project costs over time. Owners are seeking faster delivery methods to lock in pricing and reduce uncertainty,” states Rick Crago, 27������’ national water and wastewater lead.

By bringing contractors, designers, operators and key trade partners into the process earlier, before design is fully developed, alternative delivery creates opportunities for better coordination, improved constructability and more informed approaches to procurement, scheduling and budgeting. In many ways, alternative delivery is less about accelerating construction and more about improving decision-making throughout the life of the project.

Successful projects depend on open communication, early alignment and clear decision-making that keeps teams focused on shared project goals. “Communication is essential at all levels throughout the project from beginning to end,” says 27������ Project Executive Kelly Daken. “Everything goes on the table as quickly as possible and decisions are made collaboratively.” Establishing decision-makers, timelines and expectations early in the process also helps protect downstream design, procurement and construction schedules.

This approach is especially valuable in water and wastewater facilities, where sequencing, maintainability and operational continuity directly impact the communities these systems serve. “It’s important to understand the sequencing in operational plants to minimize disruptions to operations and of the water supply to the public,” states 27������ Operations Manager Stan Javernick.

Case Study: Synagro In-Vessel Bioconversion Facility Upgrades

The Synagro In-Vessel Bioconversion Facility Upgrades project in Honolulu, Hawaii provides another example of how collaborative delivery can improve coordination and reduce risk on complex operational infrastructure projects. Delivered using a design-build approach, the project team identified a major existing 84-inch outfall pipe conflict during early planning that directly impacted the proposed facility footprint. Through early coordination between the owner, designer, contractor and specialty partners, the team was able to evaluate alternatives, refine sequencing plans and proactively address operational impacts before construction activities began. The use of LiDAR scanning and Virtual Design and Construction (VDC) tools also improved existing-condition verification, coordination and prefabrication planning, helping reduce rework, minimize outage risks and improve schedule certainty. The project reinforced how collaborative delivery methods, combined with digital coordination tools, can help teams proactively manage unforeseen conditions while maintaining operational continuity on highly constrained water and wastewater facilities.

Creating the Right Conditions for Successful CMAR and Design-Build Projects

One of the clearest lessons emerging from collaborative delivery projects is that successful outcomes depend on creating the right conditions from the very beginning. Procurement plays a critical role in shaping how teams work together throughout the life of the project.

Owners increasingly recognize that selecting the right partners requires more than evaluating price alone. Qualifications, operational understanding, technical approach and the ability to work collaboratively all influence long-term project success. “Procurement sets the tone for everything that follows,” says 27������ Business Development Manager Nate Mendelsohn. “It needs to be managed as a complete system.” Crago adds that projects procured primarily on low price can unintentionally limit innovation and ultimately impact project outcomes.

Successful teams also establish clear performance goals while allowing flexibility in how those goals are achieved. In highly technical and operationally sensitive environments like water and wastewater facilities, owners understandably have specific requirements around resiliency, maintenance, operational continuity and system integration. But overly prescriptive requirements can reduce opportunities for innovation and limit the expertise project teams bring to the table.

“The use of performance goals allows for innovation,” explains Daken, pointing to examples such as reduced power usage, minimized staffing hours and reduced facility footprint. As Mendelsohn notes, “Once the target is understood, innovation naturally follows from experts working together within a shared framework.”

In practice, these outcomes are supported through early coordination, integrated planning sessions and consistent engagement between owners, designers, builders and operations teams. Just as importantly, successful projects maintain continuity between procurement and execution, ensuring the same teams and decision-makers remain engaged from planning through commissioning. This continuity helps preserve trust, accountability and alignment as projects evolve.

Case Study: South Fort Collins Sanitation District Water Reclamation Facility Expansion

The South Fort Collins Sanitation District (SFCSD) Water Reclamation Facility Expansion project demonstrates how collaborative delivery can support complex operational infrastructure projects. Delivered using a CMAR approach with best-value procurement, the project expanded the facility’s treatment capacity from 4.5 MGD to 6 MGD while maintaining full plant operations throughout construction. Early partnering sessions, phased design reviews and integrated planning efforts allowed the team to address constructability, sequencing, long-lead procurement and operational continuity early in the process. Through open-book collaboration and phased value engineering efforts, the project team generated approximately $4 million in savings while keeping the Guaranteed Maximum Price (GMP) below the owner’s original budget. The project also incorporated future expansion planning and operational improvements designed to support long-term facility performance, reinforcing how collaborative delivery can help owners balance immediate project needs with long-term operational goals.

Why Lifecycle Performance Matters in Water Infrastructure

This collaborative approach is also reshaping how owners define project success. As infrastructure systems age and experienced operations staff retire, owners are placing increasing emphasis on long-term operations, maintainability and asset performance.

Collaborative delivery allows teams to evaluate decisions through a lifecycle lens rather than focusing solely on initial construction cost. Equipment selection, sequencing, resiliency, power consumption, staffing requirements and maintainability can all be discussed earlier in design, when adjustments are more impactful and less costly to implement.

Mendelsohn notes that projects increasingly emphasize “durability, maintainability and lifecycle performance” to support more specialized systems over time. Javernick adds that many owners now recognize “they may need to pay more up front in order to receive a higher quality of construction and thereby ensure the plants last longer, run more efficiently and are resilient over the long run.”

This long-term perspective is especially important in water and wastewater facilities, where systems must remain reliable for decades while continuing to serve growing communities. According to Daken, “Operations has to live with the final product for 50 years plus most of the time.”

For project teams, this means delivery success is no longer measured solely by schedule and budget performance. Increasingly, success is defined by how well facilities perform years after turnover and how effectively teams help owners balance immediate project needs with long-term operational goals.

The Future of Water and Wastewater Construction Delivery

As water infrastructure demands evolve, collaborative delivery methods will likely remain an important tool for owners seeking greater flexibility, faster delivery and improved coordination. But the most important lesson emerging from these projects is that delivery methods alone do not guarantee success.

Successful projects are built on early alignment, open communication, informed decision-making and a shared commitment to long-term outcomes. They require teams willing to engage transparently, involve operations stakeholders early and remain adaptable as project conditions evolve.

As Mendelsohn summarizes, “The right people matter. Teams that understand the tools, limitations and expectations of alternative delivery are far better positioned to lead effective, predictable programs.”

Ultimately, the future of water and wastewater infrastructure delivery may depend less on which contract model is selected and more on how effectively teams come together to solve increasingly complex challenges. For more information about 27������’ collaborative delivery experience in the water market, visit our water infrastructure page or connect with our team.

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The AMAC Airport Business Conference connects more than 1,500 airports, businesses, decision-makers, thought leaders and government officials through a dynamic program focused on advocacy, education and networking.��From hangars and terminal renovations to people-mover systems, 27������ delivers deep expertise, innovation and experience across every aspect of aviation construction. As part of our commitment to expanding economic opportunity within the aviation industry, our Supplier Diversity team answered some of the most frequently asked questions from trade partners and small business partners in our video series, .��

Connect With Our Experts | Booth 416 

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What Is Small Business Week? 

National Small Business Week, led by the , is an annual recognition of the vital contributions small businesses make to the American economy. These businesses drive innovation, support job creation and strengthen communities across the country. 

In construction, small business trade partners bring specialized skills and regional insight that are essential to delivering successful projects. Small Business Week 2026 offers an opportunity to recognize these contributions while reinforcing the importance of construction workforce development and strong, lasting partnerships. 

Supporting Small Business Construction Trade Partners 

27������ has built a comprehensive approach to supporting small business trade partners through intentional outreach, education and advocacy. These efforts are driven by Hensel Phelps’ core values, reinforcing a commitment to creating meaningful opportunities and helping businesses grow sustainably.  

27������ continues to invest in industry-transforming programs that reduce barriers and empower small businesses to succeed: 

• Technical Assistance Program (TAP): Provides hands-on support to help trade partners strengthen operations, improve processes and build capacity.
• Head Start Bonding  Program: Helps small businesses access the bonding capacity needed to compete for larger scopes of work.
• Emerging Trade Partners Program: Focuses on developing long-term relationships with growing businesses and positioning them for future opportunities. 

In the fall of 2025, the company partnered with President and Principal Engineer of Tyler Construction Engineers and author Victor Tyler to present a seven-part webinar series on managing a profitable construction business. And most recently, 27������ invited Kuniklo President and CEO Patti Olds to present on the new disadvantaged business enterprise (DBE) reevaluation process. 

In addition to these core programs, 27������ places strong emphasis on education and industry engagement to help small-business trade partners stay informed and competitive. The company actively partners with thought leaders across the construction industry to provide access to free information sessions designed to address real challenges and emerging opportunities. 

27������ takes great pride in offering these sessions at no cost, ensuring that small business trade partners have equitable access to expert guidance and industry insights. By combining hands-on support programs with ongoing educational opportunities, the company continues to foster an environment where small businesses can grow, compete and succeed over the long term. 

Meet the Team Behind the Mission 

The success of 27������’ small business initiatives is driven by a dedicated Supplier Diversity team focused on building strong relationships and creating meaningful opportunities for trade partners. Their work extends beyond programs and events, emphasizing direct engagement, advocacy and long-term partnership. 

During Small Business Week 2026, the team shared key insights through video conversations that provide a closer look at how 27������ supports small businesses in practice. 

The Five-Phase Approach to Small Business Inclusion 

In a conversation regarding the team’s “Five-Phase Approach” to small business inclusion, Corporate Director of Supplier Diversity Brad Lewis and Regional Director of Supplier Diversity James Harper discussed how trust is built with trade partners and the programs they support that are designed to support long-term success. 

Navigating DBE Reevaluation 

In a second discussion, Lewis joined Manager of Supplier Diversity Michelle Keyser in addressing the evolving DBE certification landscape. The two offered perspectives on reevaluation requirements and how 27������ is helping its small business trade partners navigate these changes with confidence. 

A Continued Commitment to Growth 

Small Business Week 2026 serves as both a celebration and a reaffirmation of 27������’ commitment to small business trade partners. Through targeted outreach, strategic partnerships and ongoing education, the company seeks to create pathways for success across the construction industry. 

As the industry evolves, 27������ remains focused on empowering small businesses, strengthening the workforce and building partnerships that deliver lasting value for clients and communities alike.

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About Construction Safety Week 2026

Construction Safety Week is an industry-wide initiative dedicated to promoting construction safety, sharing best practices and strengthening a culture through care. It serves as a powerful reminder that safety is not a priority that shifts but is a constant value that guides every decision.

The 2026 theme, “All in Together,” centers on three key pillars:

• Recognize the presence and impact of High Energy, High Hazards and Stuff-That-Can-Kill-You (STCKY) Activities.
• Respond by implementing direct controls to reduce risk.
• Respect every hazard, every person, every life and every role in safety.

Looking Back on a Record Year for Safety

2025 stood out as a landmark year for 27������ safety. The company recorded its best safety performance in its nearly 90-year history, driven by a strong culture and consistent execution across all projects.

That performance earned national recognition through the prestigious , naming 27������ the safest general contractor in the country. The company also served as Chair of Construction Safety Week, standing alongside industry leaders in a unified effort to elevate safety standards and reinforce shared accountability.

27������ accepts the 2025 AGC Grand Award at the Construction Safety Excellence Award (CSEA) Ceremony for the second time in three years.

These achievements reflect the dedication of the people behind them. Across every jobsite, teams and partners made safety a daily commitment, looking out for one another and taking ownership of the work they do. 27������ is grateful for the individuals who prioritize safety at every level and make these results possible.

The Future of Safety: Culture Without Compromise

Following a record-setting year in 2025, 27������ recognized an opportunity to go further. Strong results affirmed what was possible and reinforced a responsibility to continue raising the standard. This commitment resulted in the launch of “Culture Without Compromise,” a transformational movement focused on integrating safety into a values-driven culture that empowers team members to take ownership at every level.

Culture Without Compromise is grounded in four essential tenets:

• Executive Leadership Commitment: Leadership sets the tone by prioritizing the health, safety and well-being of every person on every jobsite. Visible engagement and consistent standards establish a strong foundation for safety excellence.
• Craft Engagement: Craft professionals are central to project success. By empowering field teams and fostering an exceptional craft experience, 27������ strengthens both performance and risk awareness.
• Foreman Development: Industry-leading training equips foremen with the tools needed to lead with clarity and accountability. This ensures safety leadership is embedded in daily operations.
• Shared Responsibility: Safety belongs to everyone. Each role contributes to maintaining a safe environment through disciplined execution and collective ownership.

Through Culture Without Compromise, 27������ continues to strengthen a culture where people are empowered to lead, speak up and take ownership of safety in every role. This commitment not only supports safer jobsites but also drives continuous improvement across the industry.

A Week Dedicated to Advancing Construction Safety

27������ will recognize Construction Safety Week 2026 through coordinated events across all projects, offices and corporate headquarters, reinforcing safety as a shared responsibility. The week will begin with project teams in Guam, who will be the first in the U.S. and its territories to kick off celebrations.

On May 6, 27������ will host its Signature Event at the Montgomery Data Centers project in partnership with . Executive speakers will address more than 2,500 craft workers to advance jobsite safety and recognize 27������ Craft Awareness, Recognition and Engagement in Safety (CARES) members.

During this event, attendees will take part in the , the largest safety stand-down in the country. Falls from height remain a leading cause of fatalities in construction, accounting for 389 of 1,034 construction deaths in 2024, according to Bureau of Labor Statistics data. The National Safety Stand-Down raises awareness and promotes actions that help prevent fall risks.

All in Together

As Construction Safety Week 2026 approaches, 27������ continues to lead with purpose, partnership and accountability. By aligning with industry initiatives and reinforcing its Culture Without Compromise, the company remains focused on creating environments where safety is owned by all and achieved together.

Through collaboration with partners like PCI, Construction Safety Week and OSHA and through engagement at every level of the organization, 27������ demonstrates that construction safety is strongest when everyone is all in together.

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Located in Wahiawa, the innovative AINA (Advancing Innovation in Nutrition for All) Kitchen Network is the first of its kind in Hawaii and is at the leading edge of a statewide effort to modernize school food service and enable a smarter, more efficient way to provide healthier food for students.  

First Lady of the State of Hawaii, Jaime Kanani Green, led a contingent of state and county officials, state cabinet members and union leaders who took part in the ceremony and offered words of praise for a facility and a new concept that Hawaii State Senator Donovan Dela Cruz described as “just the beginning.” 

27������ Operations Manager Allie Ackerman, commented, “It’s an honor for 27������ to be building this state-of-the-art facility, knowing how much of a positive impact this is going to have on the healthy food choices school students will have for years to come.��We’re off to a great start with the construction and looking forward to seeing this facility up and running before the 2027-2028 school year.”����

The $29.9-million design-build project measures 17,500 square feet and is expected to be completed in June 2027. It will produce a minimum of 9,000 meals per day for schools in the Leilehua, Mililani and Waialua Complex area. 

Learn more about 27������ construction projects in Hawaii.

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Nammo Rocket Motor Facility – Strengthening Defense Manufacturing

’s selection of 27������ as General Contractor for its new rocket motor factory in Perry, Florida, reflects the growing urgency to expand domestic defense manufacturing capabilities.

Located at Nammo’s existing Perry site, a center of excellence for munitions and pyrotechnic products supporting the U.S. Department of Defense, the new state-of-the-art facility will further expand manufacturing capabilities and strengthen U.S.-based rocket motor production. Early work is well underway, with clearing and groundwork operations progressing to prepare the site for vertical construction. The facility remains on schedule and is expected to be operational by the end of 2027.

This investment will significantly enhance Nammo’s ability to deliver solid rocket motors as an independent supplier to missile primes, while reinforcing long-term commitments to U.S. defense programs and transatlantic industrial cooperation.

Jabil Project Shine – Scaling Manufacturing for AI Infrastructure

Jabil’s Project Shine initiative in Salisbury, North Carolina, represents a major investment in U.S.-based manufacturing to support the rapidly growing demand for cloud and artificial intelligence (AI) data center infrastructure.

Awarded to 27������ through a Construction Manager-at-Risk (CMAR) delivery approach, the project enables fast-track scheduling, cost alignment and phased execution as Jabil transforms an existing facility into a modern manufacturing environment. The scope includes comprehensive renovations and upgrades to electrical systems and utility infrastructure, including tanks, pumps, mechanical systems and people-support services, integrating production, office and customer-facing environments into a cohesive, high-performance facility.

This expansion aligns with broader efforts to strengthen domestic manufacturing, with  that building the hardware powering AI innovation in the United States is both an economic priority and a matter of national security.

As a global leader with a footprint spanning more than 25 countries, Jabil continues to expand its U.S. operations to provide additional scale and capabilities for data center customers, reinforcing the role of domestic manufacturing in supporting next-generation technologies.

SPS Technologies Jenkintown 2.0 – Rebuilding and Modernizing Critical Production

The Jenkintown 2.0 project in Abington, Pennsylvania, highlights the role of resilience and modernization in today’s manufacturing landscape. Following a fire in February 2025 that destroyed the original facility, SPS Technologies is rebuilding its manufacturing operations with a new, state-of-the-art campus.

Through a CMAR delivery, 27������ is redeveloping the 20-acre site into a 335,500-square-foot facility featuring administrative space, two manufacturing buildings, material testing and logistics areas and critical infrastructure such as a central utility plant, substation, plating lines and a wastewater treatment plant.

Designed to meet a minimum of Leadership in Energy and Environmental Design (LEED) Silver certification, the project reflects a commitment to both operational performance and sustainability. Site improvements include new parking, enhanced access along Highland Avenue and redevelopment of areas within a flood zone.

Jenkintown 2.0 represents a strategic shift toward more efficient, modernized production environments while restoring critical manufacturing capacity for a company that produces specialty fasteners, assemblies and precision components for high-performance applications.

A Common Thread: Onshoring, Modernization and Strategic Delivery

Across defense, advanced manufacturing, and AI infrastructure, these projects share a common theme: the need to rapidly expand and modernize domestic production capabilities to meet evolving global demands.

• Onshoring and supply chain resilience are driving investments in U.S.-based facilities that support both national security and emerging technologies.
• Modernization of facilities, whether through new construction, adaptive reuse or full redevelopment, is enabling more efficient, flexible and sustainable operations.
• CMAR and collaborative delivery models are enabling early alignment, cost certainty and phased execution, critical for projects with complex systems, evolving scopes and aggressive schedules.

Together, these projects demonstrate how strategic capital investment, paired with experienced delivery partners, is shaping the future of manufacturing across the United States.

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How Does Early Contractor Involvement Drive Speed-to-Market?

Choosing a delivery approach is a risk management strategy that directly impacts schedule reliability, cost transparency and execution alignment. For projects that demand both speed and precision, early contractor involvement delivery methods such as Construction Manager at Risk (CMAR) and design-build offer significant advantages. These approaches allow owners to engage design and construction partners concurrently, enabling real-time integration of cost, schedule and constructability input. As a result, procurement strategy, infrastructure planning and construction sequencing can be aligned early, reducing downstream surprises and supporting predictable execution.

This early alignment is particularly critical in advanced manufacturing, where long-lead equipment, utility capacity and commissioning milestones often drive the project’s critical path. Under CMAR and design-build models, teams can identify procurement risks sooner, accelerate decision-making and coordinate early packages for infrastructure, utilities and sitework, allowing production spaces to come online faster while maintaining quality and safety standards.

• Improved Design Collaboration: Early contractor input ensures that designs are practical, efficient and construction-ready. This collaboration minimizes redesigns and improves overall project quality.
• Greater Cost Control: Involving contractors early allows the team to collaboratively set a target budget with gainsharing incentives. Real-time cost updates advance early work packaged and secure key trade partners before full design completion while maintaining disciplined cost control.
• Designing to Budget: Continuous cost feedback and collaborative, web-based coordination with designers and trade partners ensures every design decision aligns with the project’s budget, performance and schedule goals for maximum value.
• Predictable Project Delivery: Early engagement helps identify critical drivers early. Multi-path scenario modeling in the first 90 days highlights and addresses risks before they affect progress, giving owners the speed, predictability and precision required in today’s manufacturing market.
• Better Alignment with Manufacturing Needs: Contractors can align construction sequencing with production system requirements. This coordination ensures smoother equipment installation, commissioning and operational startup.

Driving Speed-to-Market in the Real World

27������ has supported this type of accelerated delivery on a mission-critical campus spanning more than 800 acres. The program included a modular data center, office and factory spaces, utility buildings, cleanrooms and support facilities, all requiring precise sequencing and phased integration. Our team provided ongoing preconstruction, construction and integration services while managing trade contractors from early planning through commissioning. To manage the scale of the work, the team developed a schedule containing more than 170,000 activities. To maintain day-to-day execution clarity, pull planning and Short Interval Production Schedules (SIPS) were implemented to track progress, manage repetitive tasks and ensure continuous alignment across crews.

As construction accelerated, manpower analysis was used to optimize labor distribution and material flow, with peak craft manpower exceeding 3,000 workers. To reduce onsite congestion and labor demand while protecting schedule certainty, 27������ expanded the use of offsite manufacturing through delivery of a fully modular Central Utility Building (CUB). Working with industry partners, the team fabricated, assembled and commissioned the CUB offsite using 13 prefabricated modules weighing approximately 150,000 pounds each. The modules were shipped on 150-foot trailers and installed onsite into a ready-to-use facility.

The finished CUB provides more than 7,000 tons of chilled-water cooling for production and includes five single-compressor chillers, six pumps, five cooling towers, three expansion tanks, six MCCs and seven pre-installed roll-up doors. All components were factory-installed and tested for quality prior to delivery. This modular approach accelerated schedule performance, reduced disruption across the active campus, improved safety and installation accuracy and enabled future scalability, demonstrating how delivery strategy can directly support speed-to-market goals.

The Multi-Prime Approach

While early contractor involvement models such as CMAR and design-build offer strong advantages for alignment and predictability, some programs require an even broader approach. As U.S. construction spending surpasses and continues to grow, demand for qualified contractors and skilled labor is driving owners to explore collaborative delivery models that distribute scope and accelerate progress through shared resources. One such approach is multi-prime cooperative contracting, where multiple builders are engaged under a unified framework to support parallel workstreams on large-scale programs.

Multi-prime structures can unlock schedule acceleration by leveraging multiple contractors’ expertise, improving baseline estimates and increasing innovation through diverse delivery perspectives. However, these benefits depend on alignment. Successful programs establish a shared governance structure supported by clear incentive models, coordinated scheduling protocols and transparency across contingency management. Shared contingency pools, collective performance rewards and unified oversight committees can help ensure all contractors operate with a common purpose rather than competing priorities.

The Multi-Prime Approach in Action

27������ recently supported a confidential manufacturing campus under this type of framework. Spanning more than 1,200 acres, the campus includes fabrication facilities and numerous support buildings delivered across multiple phases. 27������ served as CMAR for the project’s initial phase, leading the delivery of two support buildings totaling 865,000 square feet. At peak activity, more than 12,000 personnel worked onsite, including 1,200 27������ employees and contractors. More than 70 cranes operated simultaneously to maintain schedule momentum, while the team placed more than $80 million in concrete and $109 million in rebar in a single year, at one point installing eight full truckloads of rebar per day.

A defining aspect of this program was 27������’ role to the Construction Manager. In this position, our team led major coordination and integration responsibilities while mechanical, electrical and plumbing trades operated under separate contractual relationships. This structure required heightened collaboration, advanced scheduling precision and continuous communication across contractors and trades. The result was a delivery model capable of sustaining progress at scale while maintaining alignment across a highly complex site environment.

Delivery Strategy as a Competitive Advantage in the Advanced Manufacturing Market

As advanced manufacturing programs expand in size and complexity, delivery strategy has become a defining factor in schedule performance and operational readiness. For some organizations, CMAR and design-build models provide the early alignment needed to accelerate procurement and reduce execution risk. For others, multi-prime cooperative structures offer the capacity and shared resources required to deliver multiple facilities simultaneously.

Partnering for Speed, Scale and Predictability

Connect with 27������ to explore delivery strategies that align speed, scale and certainty for your next advanced manufacturing program.

Download the Quick Facts →

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But speed and scale introduce new risk. These investments often involve multi-billion-dollar programs with multiple facilities delivered concurrently across expansive campuses, where infrastructure, utilities and production spaces must come online in a precise sequence. Delays in power upgrades, long-lead equipment procurement, permitting approvals or utility plant commissioning can stall downstream installation and push back operational startup dates tied directly to revenue and incentive commitments. Labor shortages, supply chain volatility and coordination across designers, equipment vendors and local authorities further compound the challenge. In this environment, success depends not just on funding or design excellence, but on selecting a contractor capable of managing procurement strategy, infrastructure readiness, stakeholder coordination and phased turnover with precision, consistency and urgency.

Key Trends Driving U.S. Onshoring

According to , more than 500 post-IRA onshoring advanced manufacturing projects have been announced across industries such as automotive, life sciences, semiconductors and energy. Major pharmaceutical manufacturers such as , ,  and are investing heavily in domestic production, while automakers, including  and clean-energy firms like , are following suit.

Manufacturing-related demand is projected to reach 25% of total U.S. industrial demand by 2028 (JLL, 2025), underscoring the scale and durability of this shift. Several forces are driving this acceleration:

Tariff and Trade Uncertainty

Rising costs, supply chain concerns and tariff uncertainty are prompting manufacturers to move operations to the U.S., with exemptions for pharmaceutical plant construction further boosting onshoring in that sector.

Growing Industries

While the automotive industry has led manufacturing, growth in energy, AI, and aerospace and defense is now boosting demand and prompting manufacturers to move operations to the U.S

Infrastructure Investment and Public Incentives

The IRA, and CHIPS and Science Act fueled manufacturing investment, raising construction spending from to , per the US Census Bureau.

A New Era of Manufacturing Construction

The current onshoring surge is being fueled by high-growth industries (JLL, 2025) — including semiconductors and AI hardware, battery and EV production, clean energy, aerospace and defense, life sciences and advanced materials — each bringing specialized facility requirements and aggressive timelines that compete for labor, land and infrastructure.

Unlike traditional industrial development, these projects are defined by infrastructure intensity and operational precision. Semiconductor facilities require high-capacity power, ultra-controlled clean environments and precision process integration. Battery and EV manufacturers are delivering multi-building campuses at scale with complex supply-chain coordination. Aerospace and defense programs introduce security requirements and layered stakeholder oversight. Life sciences facilities demand large clear heights, significant process utilities and compliance-driven turnover. These facilities rely on high-purity piping systems, specialized ventilation, vibration controls and tightly regulated environmental tolerances, all of which must align with equipment vendor specifications well before installation begins.

While these sectors differ in output, they share common realities: long-lead procurement, specialized labor needs, utility-driven schedules and complex commissioning requirements. In many campus programs, central utility plants and process infrastructure must be fully operational before production buildings can be validated, making early infrastructure sequencing a critical path driver.

In this environment, speed-to-market is no longer simply a competitive advantage, but is a financial risk-management strategy. Incentives and funding are often tied to job creation milestones and operational readiness, placing additional pressure on delivery schedules. Yet many manufacturers are building amid grid constraints, limited site availability and skilled labor shortages, where infrastructure upgrades can extend timelines and introduce significant risk. With billions of dollars at stake, even minor schedule disruptions can delay production launch and create cascading impacts across supply chains and revenue forecasts.

Meeting speed-to-market demands requires more than fast-track scheduling. It requires disciplined planning that aligns design development, procurement strategy, infrastructure readiness and construction sequencing with equipment delivery and commissioning milestones. Many manufacturers are not planning a single facility, but a repeatable expansion model across multiple sites and phases, requiring consistent execution outcomes at scale.

Supporting the Next Generation of Manufacturing Growth

As advanced manufacturing investment accelerates across the U.S., project success increasingly depends on more than what is being built — it depends on how it is delivered. Speed-to-market expectations, utility constraints, long-lead equipment procurement and commissioning requirements have made delivery strategy a defining factor in whether a facility can achieve operational readiness on schedule.

Manufacturers pursuing complex, multi-phase programs must evaluate delivery methods that support early planning, real-time coordination and predictable execution. Approaches such as design-build, Construction Manager at Risk (CMAR) and collaborative contracting models can provide the structure needed to integrate design, procurement and construction sequencing early, while reducing schedule risk and improving transparency across stakeholders.

27������ has extensive experience delivering mission-critical and advanced manufacturing programs that require disciplined preconstruction planning, complex infrastructure coordination and phased turnover execution. Whether supporting fast-track delivery through early contractor involvement or coordinating multiple trade partners across large-scale campuses, our teams help manufacturers align construction strategy with operational goals.

In the next part of the “Onshoring Era” series, we will explore how manufacturers can select the right delivery method to support speed, predictability and long-term program success and why that decision is often the most important step in turning an ambitious schedule into an achievable outcome.

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In Weld County, home to the company’s original Corporate Headquarters in Greeley, Colorado, since 1937, this commitment is reflected through ongoing partnerships that align with 27������’ values and its belief in Building Together.��

27������ supports communities through volunteerism, charitable giving and partnerships that strengthen local resources and improve quality of life. In Weld County, the company gives back by supporting housing initiatives, food security programs and educational opportunities. 

Through these long-standing relationships, 27������ and its employees consistently contribute both financially and through hands-on service. Each year, the company supports organizations that make a meaningful difference in the lives of Weld County residents, working beyond the jobsite to strengthen the communities where employees live and work. 

Investing in Housing and Community Legacy in Weld County 

Habitat for Humanity

Through its partnership with Habitat for Humanity, 27������ supports affordable housing initiatives in Weld County. Employees volunteer on build days, working together while helping local families achieve homeownership, demonstrating the company’s commitment to community involvement in action.

Catholic Charities – Samaritan House Greeley

27������ supports Samaritan House Greeley through annual donations and volunteer efforts. This partnership provides shelter, resources and dignity to individuals and families experiencing housing insecurity in Weld County. 

Greeley Family House and Weld Food Bank

Addressing food insecurity and family stability is a priority for 27������’ local community support efforts. Through food drives, volunteer days and financial contributions, the company supports Greeley Family House and Weld Food Bank—organizations serving families facing hardship throughout Northern Colorado. 

This work reflects a broader commitment to corporate volunteerism in the construction industry, helping 27������ play a role in transforming the industry through service-driven leadership by actively contributing their time and resources to meet critical community needs. 

Supporting Education and Community Connection in Greeley 

Rodarte Community Center

27������ supports the Rodarte Community Center, a vital resource providing educational, recreational and enrichment opportunities for families and youth in Greeley. Through this partnership, the company helps advance programs that encourage learning, creativity and community connection. 

As part of this commitment, 27������ participates in the Rodarte Community Center Readathon. This initiative promotes literacy and a love of reading among local youth while bringing employees together around a shared goal that supports education and lifelong learning. 

27������ Community Involvement Beyond the Jobsite 

At 27������, building does not stop when a project is complete. These partnerships represent just a portion of the organizations supported annually in Weld County and across the nation as part of the company’s ongoing commitment to community involvement. 

Through sustained engagement with local organizations, 27������ works alongside its partners to create lasting impact. The company’s efforts in Weld County demonstrate how 27������ strengthens communities nationwide through consistent, value-driven action. 

Community involvement remains central to 27������’ core values, reflecting the same principles that guide its construction projects—collaboration, accountability and care. This alignment underscores the company’s role as a leader in construction company community support and corporate volunteerism. 

Visit the 27������ Community page to learn more.

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27������ will exhibit at booth 303 during the 2026 Design-Build Institute of America (DBIA) Water Wastewater Conference, a national event focused on advancing the future of water infrastructure. The conference will take place April 13-15, 2026, at the Gaylord Texan Resort & Convention Center in Grapevine, Texas. The event brings together utility leaders, engineers, contractors and project teams working to improve water and wastewater construction and delivery across the country.

Tap Into What’s Next in Water Infrastructure

Communities across the country face increasing demand, aging systems and evolving regulatory requirements. 27������ helps clients tap into what’s next by delivering water and wastewater construction services that support reliable, sustainable and forward-looking infrastructure.

From planning and preconstruction through commissioning and startup, 27������ delivers integrated solutions for treatment plants, pump stations and municipal systems. With experience as a trusted water infrastructure contractor, the company brings the technical knowledge and discipline required to deliver complex projects that perform for decades.

Integrated Delivery for the Future of Water Infrastructure

27������ approaches projects with a focus on collaboration, innovation and long-term value. Through design-build water infrastructure delivery, teams align design, constructability and operational goals early in the process. This approach supports efficiency, reduces risk and positions clients to meet future demands with confidence.

Visit 27������ at Booth 303

Attendees are encouraged to visit booth #303 to connect with the 27������ team and learn how the company is helping clients tap into what’s next through water and wastewater construction services that advance the future of water infrastructure.

Nothing is more important than clean water. Learn more about 27������ water projects here.

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