When the Build Act was signed into law in March 2018, it marked a fundamental shift in how the United States approached development finance, particularly in relation to global supply chain infrastructure. By consolidating and expanding the capabilities of the U.S. Trade and Development Agency (USTDA) and the Overseas Private Investment Corporation (OPIC) into the new U.S. International Development Finance Corporation (DFC), the legislation created a more flexible and better-capitalized tool for supporting commercial and strategic investments in emerging markets. This transformation carried significant implications for exporters and infrastructure developers looking to tap into U.S.-backed financing for supply chain upgrades.
The Build Act’s emphasis on modern, resilient infrastructure opened new channels for supply chain projects that addressed longstanding bottlenecks in developing regions. For many exporters operating in emerging markets, the new DFC represented an opportunity to secure funding for initiatives that could enhance both competitiveness and market access. Cold-chain logistics, in particular, emerged as a priority area, especially in regions like sub-Saharan Africa where inadequate temperature-controlled transport and storage had long hampered agricultural exports and pharmaceutical distribution.
One of the key resources available to emerging-market exporters and their partners was the DFC’s open project database. This tool provided visibility into existing and planned initiatives, allowing businesses, NGOs, and government entities to identify gaps and align their proposals with the DFC’s strategic objectives. By studying the characteristics of approved projects—such as size, sector focus, and co-financing structures—proponents could better understand how to structure their own submissions. The database also offered insight into the geographic spread of DFC funding, highlighting regions where the agency was looking to expand its footprint or deepen engagement.
Navigating the process of preparing a successful funding proposal under the Build Act required a clear understanding of both the DFC’s mandate and the practical requirements of supply chain development. For example, exporters seeking to upgrade cold-chain capacity in sub-Saharan Africa needed to demonstrate how their project would contribute to both commercial viability and developmental impact. This meant articulating not just the economic benefits for producers and traders, but also the broader contributions to food security, health outcomes, and regional integration. Financial models had to reflect realistic assumptions about demand, operating costs, and maintenance, while also accounting for the challenging logistical environments typical of many target markets.
One of the most effective approaches for securing DFC support was through joint proposals. These proposals brought together private companies, local governments, and sometimes multilateral institutions or development banks, pooling expertise and resources to maximize impact. A joint proposal for a cold-chain logistics upgrade, for instance, might include commitments from local growers’ cooperatives, regional distributors, and a U.S.-based technology partner specializing in temperature monitoring systems. The structure of such a proposal would typically outline the division of responsibilities, financial contributions, and expected returns for each participant. It would also include a timeline for implementation, key performance indicators, and a plan for ongoing monitoring and evaluation to ensure that developmental objectives were met.
Drafting such a proposal required careful coordination and detailed preparation. Proponents were expected to submit technical designs, feasibility studies, and environmental and social impact assessments, along with detailed financial projections. They also needed to demonstrate compliance with U.S. and host-country regulations, including anti-corruption standards and environmental safeguards. The DFC’s review process placed significant weight on governance arrangements, requiring applicants to show how the project would be managed transparently and accountably over its lifecycle.
Beyond funding, the Build Act encouraged greater knowledge sharing and collaboration between U.S. institutions and emerging-market partners. Exporters who engaged with the DFC often found that the process of developing a proposal provided valuable opportunities to refine their business models, strengthen partnerships, and align more closely with international best practices. The open project database, in particular, enabled stakeholders to learn from the successes and challenges of others, creating a virtuous cycle of continuous improvement in supply chain infrastructure development.
For policymakers, the Build Act’s implementation signaled an important evolution in the way development finance could be leveraged to support not just aid, but self-sustaining economic growth in emerging markets. It highlighted the potential for supply chain investments—when backed by thoughtful planning and strong partnerships—to drive both commercial and developmental outcomes. As the DFC began to scale up its operations, the lessons from early engagements under the Build Act would play a crucial role in shaping future priorities and refining the tools available for supply chain modernization around the world.