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How to introduce a product into the U.S. military marketplace is a big question for companies. For many of those who have tried to do so, these attempts are met with frustration. Case study examples of missteps can be seen across a wide range of technologies, not just for textile products. Such problems happen because of:
- A misunderstanding of the defense procurement system
- An unclear understanding of the federal budget cycle
- A lack of a clear knowledge of requirements
- An incomplete picture of the competition
Often, failure can be attributed to elements of all the above. Without having these four pieces, the probability of success is greatly diminished.
Figuring out timelines
Much has been written and presented by Advanced Textiles Association on how to do business with the U.S. military. Much of it seems to be a set of procedures that can be followed with agencies such as the Defense Logistics Agency (DLA) and the U.S. Army Combat Capabilities Development Command Soldier Center in Natick, Mass.
This procedural approach misses most critical early elements and assessments that a company needs to do. It assumes there already is a demand for a particular product and what follows is a way to introduce said product. The underlying assumption is that all that is needed is an awareness of the U.S. military’s procedures and success will follow.
A deeper and broader understanding of current trends and pressures of defense procurement needs to occur much earlier in
a company’s processes.
To start with, do a realistic market analysis. Determine if there is a need or requirement for your product. While it may seem that you have the next great idea, it may be the case that the military does not want nor need such a product. This can be frustrating, as industry is often ahead of the procurement process, offering “a better way,” which forces some strategic patience. This step also requires brutal honesty, hopefully before making significant investment in internal resources in the product’s development process.
Even though there have been some recent examples of defense procurements being implemented in months rather than years, that remains the exception and is not yet the normal way of doing business. Yes, there are some serious discussions in Congress and in the Pentagon for meaningful reform, but this will take years to develop and spread. Few companies tend to fully accept this reality.
Following federal fiscal calendars
Companies must understand federal budget cycles, yet many do not. The 2026 federal fiscal year lasts until Sept. 30, 2026. There is nothing we can do to influence product placement between now and September 2026.
Most likely, the federal government was already developing the broad outlines of the budget for fiscal year 2027 last fall, taking the budget from October 2026 to September 2027. The reality of this is that even with the introduction of a military-geared product now, you can’t assume any funding in the near term. Any government shutdowns could also delay the budget process.
Typically, there needs to be a minimum of two budget cycles for a product to be funded and introduced. Defense procurement officials are seeking new ways to collapse these timelines, but for the most part, those initiatives will be applied to larger, more strategic programs than textiles.
The National Defense Authorization Act for fiscal year 2026 was passed in December 2025. The act aims to, among other things, reduce the U.S. military’s reliance on foreign manufacturers for textiles and footwear. Funding has been allocated for public-private partnerships and other investments to expand the domestic capacity of textiles and footwear. While contracts have already been finalized for fiscal year 2026 and most likely for fiscal year 2027, there may be opportunities to work with the Department of Defense in fiscal year 2028 and beyond.
Knowing requirements
Understanding government requirements is by far the most frustrating element. We’ve all heard “but there is no requirement.” This frustration is shared internally by procurement officials, even when they believe your product would be of value. Without the “requirement,” they are unable to commit resources to purchase it.
For improving the procurement process, understanding the requirements is in sharpest focus. It is the military’s requirements
process that has always been the longest and most bureaucratic.
To learn more about current requirements, there are sources you can access. The DLA publishes expected demand levels for commodities that come under its purview and can include uniforms and apparel for all the services. The Army’s Combat Development Command will occasionally publish a Broad Area Announcement that states any new technologies being sought. There is even a set of Shark Tank-type reviews that have been introduced to provide early funding for new ideas and innovative technologies. Many of these opportunities are published on SAM.gov, the U.S. Department of Defense Procurement Toolbox
and other related sites.
Finally, be able to adjust your product to the listed requirements, even if it does not perfectly conform to your product’s original specifications.
Competing with others
Knowing who your business is potentially up against is no different than gathering information for an introduction into a commercial market segment; however, for this marketplace, it can be a bit more challenging to gather the required information.
When you’re doing market research, it is important to know a competitor’s performance on current and previous contracts. When awarding programs, procurement officials hold past performance equally as important as price. If there is a strong history of a competitor providing a similar product by meeting budget, delivery and quality, it will be challenging to disrupt that relationship.
Investing resources
Entering the U.S. military market is not for the faint of heart. A company needs to be willing to make it a strategic priority and dedicate the necessary resources for success. It may require some external advice or a willingness to assign staff to learn
the process through training and attending military conferences and trade shows or even hiring a staff member dedicated to this effort.
Whatever approach you select, success can be transformational for a company. Winning government contracts can mean a significant source of revenue that’s profitable and predictable, and it can change the direction of your company in
the long term.
Ron Houle is president of Pivot Step Consultants LLC and a former member of the Advanced Textiles Association Board of Directors. He served more than 24 years in the U.S. Army, with his last position as legislative liaison in the Pentagon. He has been involved in government and military procurement for more than 20 years.