Offsite Construction and PPPs: A Shift Towards Delivery Certainty

A recent industry report is reinforcing what many in the sector already recognise: modern methods of construction (MMC) and industrialised delivery are best unlocked through the right procurement model—not just the right technology.

The Confederation of British Industry (CBI), in partnership with Browne Jacobson, has highlighted public-private partnerships (PPPs) as a key enabler for a more structured and scalable approach to infrastructure delivery. These models, by their nature, support long-term programmes rather than one-off projects—creating the conditions needed for design standardisation, digital integration and repeatable manufacturing approaches.

Why PPPs Matter for Industrialised Construction

The report positions PPPs as a natural fit for Design for Manufacture and Assembly (DfMA) and offsite-led delivery. By shifting more work into controlled manufacturing environments, projects can benefit from:

• Greater predictability in cost and programme

• Reduced construction risk

• Improved quality through factory-controlled processes

  
  

This mirrors what leading contractors have already demonstrated—where digitally designed, standardised components can be applied across multiple sectors, from healthcare and education to defence and infrastructure.

Moving Beyond “One-Off Projects”

A key message is that industrialised construction depends on continuity. PPP pipelines provide a programme-based approach, allowing learning, investment and standardisation to build over time—something traditional procurement has struggled to achieve.

This aligns with a broader industry view: construction productivity improves when delivery models support repeatability, not when each project starts from first principles.

Focus on Systems, Not Solutions

Rather than mandating a single MMC system, the recommendation is to establish common rules—platform compatibility, digital standards, and design frameworks—within which suppliers can innovate. This distinction is critical. It shifts the conversation from “which system” to “how systems connect”, enabling a more open, scalable ecosystem rather than fragmented adoption.

Rethinking Risk and Procurement

The report also signals a clear break from legacy PFI approaches. Past models were criticised for rigid contracts and disproportionate risk transfer, which often undermined long-term value.

Instead, a more collaborative structure is proposed, built around:

• Early contractor involvement

• Predevelopment and proof-of-concept stages

• Transparent pricing mechanisms

• Shared risk across delivery stages

  
  

This reflects a more mature understanding of delivery—accepting that certainty is created through collaboration, not forced through contract at day one.

The Real Constraint: Not Capital, but Confidence

Perhaps the most important point is that funding is not the primary barrier. The challenge lies in creating investable projects—where pipelines are credible, risks are understood, and delivery is structured professionally over the lifecycle of assets. Without that, both public and private stakeholders struggle to commit, regardless of available capital.

Ottersbrook Perspective

This direction of travel is entirely consistent with what we see in practice.

Industrialised construction does not scale through product innovation alone. It requires alignment across:

• Procurement strategy

• Design standardisation

• Manufacturing capability

• Project delivery models

  
  

PPPs—if structured properly—can provide that alignment. But the focus must remain on system-wide integration, not isolated adoption. The real opportunity is not simply “more MMC”, but a shift towards repeatable, risk-controlled delivery models that operate across the full project lifecycle.

See these articles to see how Ottersbrook and others are aligning more intelligent models.