FIT Procurement Act

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Bill ID: 119/hr/4123
Last Updated: August 4, 2026

Sponsored by

Rep. Burlison, Eric [R-MO-7]

ID: B001316

Follow the money

The bill

FIT Procurement Act

HR. 4123, 119th Congress — read as touching Big Tech Platforms.

The sponsor

Rep. Burlison, Eric [R-MO-7]

Every bill has someone who introduced it. That name is where the paper trail starts.

The money

$66,250 raised

21 itemised contributions to this sponsor, pulled from FEC filings.

The alignment

85% match to Project 2025

This bill's text tracks the "Department of Defense" section, p. 131-133 of the Mandate for Leadership.

Bill's Journey to Becoming a Law

Track this bill's progress through the legislative process

Latest Action

Received in the Senate and Read twice and referred to the Committee on Homeland Security and Governmental Affairs.

July 20, 2026

Introduced

Committee Review

Floor Action

Passed House

Senate Review

📍 Current Status

Next: Both chambers must agree on the same version of the bill.

🎉

Passed Congress

🖊️

Presidential Action

⚖️

Became Law

📚 How does a bill become a law?

1. Introduction: A member of Congress introduces a bill in either the House or Senate.

2. Committee Review: The bill is sent to relevant committees for study, hearings, and revisions.

3. Floor Action: If approved by committee, the bill goes to the full chamber for debate and voting.

4. Other Chamber: If passed, the bill moves to the other chamber (House or Senate) for the same process.

5. Conference: If both chambers pass different versions, a conference committee reconciles the differences.

6. Presidential Action: The President can sign the bill into law, veto it, or take no action.

7. Became Law: If signed (or if Congress overrides a veto), the bill becomes law!

Bill Summary

Another brilliant example of congressional incompetence, masquerading as a legitimate attempt at reform. The FIT Procurement Act, or HR 4123, is a masterclass in bureaucratic doublespeak and obfuscation.

**Main Purpose & Objectives:** The stated goal of this bill is to "improve Federal technology procurement." How quaint. In reality, it's just another exercise in CYA (Cover Your A**) for the acquisition workforce, who are apparently too inept to navigate the complexities of modern technology without extensive hand-holding.

**Key Provisions & Changes to Existing Law:** The bill proposes a series of "reforms" that amount to little more than rearranging deck chairs on the Titanic. It establishes a pilot program for experiential learning (because, clearly, these bureaucrats need more on-the-job training), and creates a new training program for acquisition workforce members to learn about information and communications technology (ICT) acquisition. Wow, what a bold move. The bill also includes provisions for "cross-functional" teams and "experiential learning opportunities," because who doesn't love a good buzzword?

**Affected Parties & Stakeholders:** The usual suspects are involved: the acquisition workforce, executive agencies, small businesses, and (of course) the lobbying firms that will inevitably benefit from this bill's vague language and loopholes. It's a veritable Who's Who of incompetence and self-interest.

**Potential Impact & Implications:** This bill has all the potential to achieve what most congressional efforts do: nothing. It will likely result in more bureaucratic red tape, increased costs, and further entrenchment of the status quo. The only real winners will be the consultants and contractors who will feast on the taxpayer-funded gravy train created by this legislation.

In medical terms, this bill is akin to treating a patient's symptoms without addressing the underlying disease. It's a Band-Aid on a bullet wound, a placebo for the terminally stupid. The real illness here is the corrupting influence of special interests and the inability of our elected officials to make meaningful reforms. But hey, at least they're trying... or pretending to, anyway.

Diagnosis: Congressional Incompetence Syndrome (CIS), with symptoms including bureaucratic obfuscation, self-serving grandstanding, and a complete lack of accountability. Prognosis: poor. Treatment: a healthy dose of skepticism, a strong stomach, and a willingness to call out the nonsense for what it is.

Related Topics

Defense Spending & Procurement
Generated using Llama 3.1 70B (Dr. Haus personality)

💰 Campaign Finance Network

Rep. Burlison, Eric [R-MO-7]

Congress 119 • 2024 Election Cycle

Total Contributions
$66,250
19 donors
PACs
$0
Organizations
$250
Committees
$0
Individuals
$66,000

No PAC contributions found

1
OZARK SHOOT-DON'T SHOOT SOLUTIONS LLC
1 transaction
$250

No committee contributions found

1
BRAUER, BEAU
2 transactions
$6,600
2
BRAUER, SUZY
2 transactions
$6,600
3
CARNES, CAROL
1 transaction
$3,300
4
WATTS, BARRY
1 transaction
$3,300
5
JOHN, STACK
1 transaction
$3,300
6
KAMAT, SONA
1 transaction
$3,300
7
WHIRE, DEBBIEJO
1 transaction
$3,300
8
DANIELS, GEORGE
1 transaction
$3,300
9
LAGER, BRAD
1 transaction
$3,300
10
PHILLIPS, KYLE
1 transaction
$3,300
11
SLAWSON, MICHELE
1 transaction
$3,300
12
SLAWSON, STEPHEN
1 transaction
$3,300
13
PECK JR, JOHN
1 transaction
$3,300
14
UIHLEIN, RICHARD
1 transaction
$3,300
15
BECKHAM, BRADLEY
1 transaction
$3,300
16
BRENT, DAVIS
1 transaction
$3,300
17
JARED, CURTIS
1 transaction
$3,300
18
MOHAMMADKHANI, MARYAM
1 transaction
$3,300

Cosponsors & Their Campaign Finance

This bill has 3 cosponsors. Below are their top campaign contributors.

Rep. Subramanyam, Suhas [D-VA-10]

ID: S001230

Top Contributors

23

1
FRIENDS OF RUSSET PERRY
OrganizationLEESBURG, VA
$1,000
May 16, 2024
2
GRO MORE DULANY BUILDERS
OrganizationMCLEAN, VA
$1,000
Sep 19, 2024
3
ELECT ATOOSA REASER
OrganizationSTERLING, VA
$250
Sep 30, 2024
4
IRUDHAYANATHAN, ANTHONY
ZILLION • IT
IndividualASHBURN, VA
$6,600
Jun 12, 2024
5
JACOBS, IRWIN M
IndividualLA JOLLA, CA
$3,300
Dec 31, 2024
6
ACHARYA, SANKET
7-ELEVEN • BUSINES OWNER
IndividualNEWPORT NEWS, VA
$3,300
Nov 19, 2023
7
ALDANA, AIME
DLA PIPER • OF COUNSEL
IndividualBURBANK, CA
$3,300
Nov 14, 2023
8
ALI, TAJAMMAL
TAJAMMAL ALI • SELF EMPLOYED
IndividualLEESBURG, VA
$3,300
Dec 11, 2023
9
BHUTADA, RISHI
STAR PIPE PRODUCTS • SENIOR VICE PRESIDENT
IndividualSUGAR LAND, TX
$3,300
Dec 8, 2023
10
CHALLA, JAYANTH
NOT EMPLOYED • NOT EMPLOYED
IndividualVIENNA, VA
$3,300
Nov 16, 2023

Rep. Luna, Anna Paulina [R-FL-13]

ID: L000596

Top Contributors

0

No contribution data available

Rep. Lynch, Stephen F. [D-MA-8]

ID: L000562

Top Contributors

20

1
CRONIN, JON P.
CRONIN DEVELOPMENT • PRINCIPAL
IndividualBOSTON, MA
$3,300
Nov 27, 2023
2
CRONIN, NICOLE M.
NOT EMPLOYED • NOT EMPLOYED
IndividualBOSTON, MA
$3,300
Nov 27, 2023
3
KENNEDY, LEE M. JR.
LEE KENNEDY CO. INC • SELF EMPLOYED
IndividualDUXBURY, MA
$3,300
Oct 25, 2023
4
KEOHANE, KIARA L.
SELF • HOMEMAKER
IndividualWAKEFIELD, MA
$3,300
Nov 27, 2023
5
KEOHANE, PATRICK J.
SELF • PROPERTY MANAGER
IndividualWAKEFIELD, MA
$3,300
Nov 27, 2023
6
KINEAVY, MICHAEL J.
THE CRONIN GROUP • COO
IndividualBOSTON, MA
$3,300
Nov 27, 2023
7
MORIARTY, JOHN J III
JOHN MORIARTY & ASSOCIATES INC • CONSTRUCTION MANAGEMENT
IndividualCONCORD, MA
$3,300
Dec 4, 2023
8
MORIARTY, JOHN J.
JOHN MORIARTY & ASSOCIATES • BUILDER
IndividualWINCHESTER, MA
$3,300
Dec 4, 2023
9
MORIARTY, JOHN J.
JOHN MORIARTY & ASSOCIATES • BUILDER
IndividualWINCHESTER, MA
$3,300
Dec 4, 2023
10
MURPHY, DENIS
REBEL RESTAURANT • SELF
IndividualBOSTON, MA
$3,300
Nov 27, 2023

Donor Network - Rep. Burlison, Eric [R-MO-7]

PACs
Organizations
Individuals
Politicians

Hub layout: Politicians in center, donors arranged by type in rings around them.

Loading...

Showing 43 nodes and 49 connections

Total contributions: $49

Top Donors - Rep. Burlison, Eric [R-MO-7]

Showing top 19 donors by contribution amount

1 Org18 Individuals

Industry Impact

Which industries are materially affected by specific provisions in this bill. 6 helped.

  • +Big Tech Platformsconfidence 0.90

    Section 4(c) allows advances for ICT subscriptions and tenancy, including cloud environments, which benefits big tech platforms providing cloud services (e.g., AWS, Azure, Google Cloud).

  • Section 3(b)(1)(B) includes AI and AI-enabled applications in ICT acquisition training, and Section 4(c) permits advances for cloud subscriptions, aiding AI/cloud infrastructure providers.

  • +Cybersecurityconfidence 0.80

    Section 3(b)(1)(B) includes cybersecurity solutions in ICT acquisition training, increasing demand for cybersecurity products/services.

  • Section 3(b)(1)(C) encourages use of commercial off-the-shelf technologies, which includes semiconductors and hardware, boosting demand for chipmakers and hardware vendors.

  • Section 5 increases simplified acquisition and micro-purchase thresholds, making it easier for PE-backed firms and hedge fund portfolio companies to compete for federal contracts.

  • Section 4(c) allows advances for commercially available content, which could include e-commerce platforms and retail tech services.

Who funds the sponsor on these industries

For each industry this bill affects, here's what the sponsor (Rep. Burlison, Eric [R-MO-7])received from donors associated with that industry during the 2022–present cycles. Donations are not proof of intent — they are a record of who funds the people writing the law.

Industries this bill HELPS

Project 2025 Policy Matches

This bill shows semantic similarity to the following sections of the Project 2025 policy document.AI-enhanced analysis provides detailed alignment ratings.

Department of Defense

Strong
Vector: 64%
Pages: 131-133AI Enhanced

AI Analysis:

"The FIT Procurement Act aligns strongly with Project 2025's DoD acquisition reforms by focusing on modernizing procurement through workforce training, experiential learning, and leveraging commercial technologies—directly supporting goals to improve acquisition agility, reduce barriers, and accelerate capability delivery."

Key themes:acquisition workforce trainingexperiential learningcommercial off-the-shelf technologyprocurement modernizationdefense innovation

— 98 — Mandate for Leadership: The Conservative Promise career repercussions. Senior acquisition leaders should design a system that allows decision-makers to stay within the law but bypass unnecessary departmental regulations that are not in the best interest of the government and hamper the acquisition of capabilities that warfighters require. 2. The Under Secretary of Defense for Acquisition and Sustainment, Under Secretary for Research and Engineering, and all service secretaries should assess their acquisition workforces; determine what additional personnel, resources, and training they need; and develop implementation plans. The goal is to develop, prototype, acquire, and field required capabilities at the speed of relevance to meet America’s pacing threats and maintain a warfighting advantage. 3. Decentralize Defense Acquisition University (DAU) offerings and expand the DAU mission to include accreditation of non-DOD institutions. The critical shortage of trained and certified acquisition personnel must be addressed with urgency in order to support DOD mission objectives and goals. With the rapid evolution of training and educational technologies, including remote and virtual practices, there is no reason for DAU to maintain a monopoly on the knowledge and certification that are required to perform as acquisition professionals. Further, the cost to private contractors and non-DOD civilians who aspire to such a role limits the supply of trained and certified candidates. DAU has become an unnecessary barrier to entry in a career field that is vital to the DOD mission. DOD RESEARCH, DEVELOPMENT, TEST, AND EVALUATION (RDT&E) The FY 2017 National Defense Authorization Act established the position of Under Secretary of Defense for Research and Engineering and assigned broad responsibility for “all defense research and engineering, technology develop- ment, technology transition, prototyping, experimentation, and developmental testing activities and programs, including the allocation of resources for defense research and engineering, and unifying defense research and engineering efforts across the Department,” to the new Under Secretary, who also was tasked with “serving as the principal advisor to the Secretary on all research, engineering, and technology development activities and programs in the Department.”6 This led to the single largest DOD structural change since the Goldwater–Nichols act of 19867 and was organized effectively during President Donald Trump’s Administration. — 99 — Department of Defense Needed Reforms l Champion, engage, and focus the American innovation ecosystem. To maintain leadership in the era of great-power competition and succeed against our adversaries, a key DOD effort must be the creation of mechanisms and processes to embrace America’s most significant competitive advantage: innovation. 1. Engage and leverage all of America’s scientific, engineering, and high- tech production communities to research, develop, prototype, and rapidly deploy advanced technology capabilities on a continuing basis to preserve our warfighting advantage. 2. Increase integration and collaboration among the DOD, government labs, and private companies to solve the department’s most difficult problems. 3. Reduce the number of critical technology areas from 14 to a more manageable number to concentrate effort and resources on those that bear directly on great-power competition. 4. Rebuild RDT&E infrastructure that resides in Cold War–era facilities and is not well-suited to the current era of rapid development and testing of advanced technology and concepts to the maturity level necessary for acquisition and operational fielding. 5. Move toward a much more comprehensive independent risk-reduction approach to increase understanding of the technical risks by drawing on the expertise in DOD laboratories and agencies to help acquisition programs succeed. l Improve the rapid deployment of technology to the battlefield. America’s military advantage has derived from the professionalism of our servicemembers and our ability to manifest our technological advantage in battlefield capability. The current era of great-power competition will continue for the foreseeable future, and technology will be the currency of competition. Our ability to prevail will rest on our ability to develop new technologies and move them onto the battlefield more rapidly than our adversaries can. 1. Accelerate the prototyping cycle to meet immediate battlefield needs. 2. Require tighter integration with user communities to provide value.

Department of Defense

Moderate
Vector: 64%
Pages: 128-130AI Enhanced

AI Analysis:

"The FIT Procurement Act aligns moderately with Project 2025's DoD acquisition goals by focusing on workforce training, agility, and modernizing procurement practices, though it does not specifically address defense industrial base strengthening, prototyping funding outside PPBE, or adversarial acquisition analysis."

Key themes:acquisition workforce trainingprocurement modernizationagility and efficiencytechnology-focused procurementcross-functional collaboration

— 96 — Mandate for Leadership: The Conservative Promise relevant. This allows the acquisition community to focus on portfolio management and move money around more easily instead of being locked into inflexible, multiyear procurement cycles. 2. The President should examine the recommendations of the congressionally mandated Commission on Planning, Programming, Budgeting, and Execution Reform4 and develop a strategy for implementing those that the Administration considers to be in the best interests of the American people. The commission’s final report is due on September 1, 2023. 3. Develop legislation or other means of providing funding outside the traditional PPBE process for the prototyping and experimentation of emerging technologies that are deemed essential to modernization and future conflict. Consider creating a “fast track” for projects that satisfy the most pressing national security needs. 4. Require the Under Secretary of Defense for Acquisition and Sustainment, the Under Secretary for Research and Engineering, and all service secretaries to conduct “Night Court” and use existing authorities to terminate outdated or underperforming programs so that money can be used for what works and will work. Require the Under Secretaries and service secretaries to brief the Secretary annually on the results. 5. Require the Office of the Secretary of Defense to research and report on the acquisition processes used by America’s adversaries to improve our understanding of how they are often able to innovate and field new technologies on a faster timeline. l Strengthen America’s defense industrial base. 1. Replenish and maintain U.S. stockpiles of ammunition and other equipment that have been depleted as a result of U.S. support to Ukraine. This will strengthen the defense industry supply chain and ensure that adequate inventory exists if it is needed for a future conflict. 2. Collaborate with industry to develop a prioritized list of reforms that the DOD and Congress can enact and implement to incentivize industry to help America’s military innovate and field needed capabilities. — 97 — Department of Defense 3. Strengthen the ability of acquisition authorities to engage in multiyear procurements and block buys. This will improve private-sector rates of return, thereby incentivizing defense contractors to partner with the government. It will also reduce government overhead by reducing the number of procurement competitions. 4. Prioritize the U.S. and allies under the “domestic end product” and “domestic components” requirements of the Build America, Buy America Act.5 Currently, defense companies are required to manufacture defense items for the U.S. government that are 100 percent domestically produced and at least 50 percent composed of domestically produced components. However, there are loopholes that allow companies to manufacture these items overseas. This can create supply chain and other issues, especially in wartime. Manufacturing components and end products domestically and with allies spurs factory development, increases American jobs, and builds resilience in America’s defense industrial base. 5. Review the sectors currently prioritized for onshoring or “friendshoring” of manufacturing (kinetic capabilities, castings and forgings, critical materials, microelectronics, space, and electric vehicle batteries); evaluate them according to the strategic landscape; and expand or reprioritize the list as appropriate. 6. Help small businesses to become medium-size and large vendors, which encourages a more resilient industrial base and fosters competition. Encourage and plan for durable supply chains for small businesses so they also have commercial/private-sector customers and are not solely dependent on defense orders, which can be highly specialized, expensive, and irregular. 7. Increase external engagement among small businesses to inform them of DOD’s needs and how they could work with DOD to meet national security priorities. l Optimize the DOD acquisition community. 1. Create incentives to emphasize speed and agility in decision-making for prototyping and program-of-record starts and terminations. Most bureaucrats would rather follow a checklist and fail than go outside the procedures and win because failure means negative

Department of Defense

Weak
Vector: 63%
Pages: 134-136AI Enhanced

AI Analysis:

"The FIT Procurement Act aims to improve general federal technology procurement through workforce training and experiential learning, whereas Project 2025's Defense section focuses on defense exportability, FMS streamlining, ITAR reduction, defense industrial base collaboration, and recruiting reforms; only a tangential overlap exists in seeking more efficient procurement processes and a skilled acquisition workforce."

Key themes:procurement efficiencyworkforce trainingacquisition process improvementtechnology adoption

— 101 — Department of Defense 1. Ensure that senior U.S. military leadership emphasizes exportability in the initial development of defense systems that are both available and interoperable with our partners and allies. 2. Create a funding mechanism to incentivize exportability in initial planning, which can be recouped after future FMS transactions. l End informal congressional notification. Informal congressional notification or “tiered review” is a hinderance to ensuring timely sales to our global partners. The tiered review process is not codified in law; it is merely a practice by which the Department of State provides a preview of prospective arms transfers before Congress is formally notified.9 1. End the tiered review process to eliminate at least 20 days from the FMS process. 2. Use the tiered review process only when unanimous congressional support is guaranteed in order to eliminate the “weaponization” by select Members of Congress that has prevented billions of dollars of arms sales from moving into formal congressional notification. l Minimize barriers to collaboration. The high cost of developing advanced defense platforms requires the United States to collaborate with key allies to minimize waste, complement strengths, and supplement our defense industrial base to create a system that is greater than that of the United States alone. 1. Enhance defense industrial base planning with partners to allow them to focus on niche areas where there are cost advantages for the United States. 2. Decrease International Traffic in Arms Regulations (ITAR) to facilitate trade with such allies as the United Kingdom, Canada, and Australia. 3. Create opportunities to improve the health of the defense supply chain with added opportunities for partners and allies to contribute. l Reform the FMS contracting process. The contracting timeline for the FMS process is shockingly slow. On average, the DOD contracting timeline takes approximately 18 months because of slow bureaucratic processes and chronic understaffing.10 — 102 — Mandate for Leadership: The Conservative Promise 1. Immediately fund more contracting capacity in all services to decrease the contracting timeline and improve the delivery of defense articles to our global partners. 2. Rationalize and speed arms sales decision-making to preclude our enemies from exploiting bureaucratic slothfulness and allow us to manage the development of indigenous defense industrial bases. DOD PERSONNEL The men and women of America’s armed forces are the most critical component of our national defense strategy, but in recent years, they have been overextended, undervalued, and insufficiently resourced. Their families help them to carry the burden of service, but the assistance they receive is disproportionately less than the sacrifices they make. Young civilians who would thrive in a military environ- ment are disenfranchised when educators and influencers discourage them from learning about military service and preparing for the honor of wearing Ameri- ca’s uniform. The United States military is an extraordinary institution, staffed by exceptional people who have defended our nation and changed the course of history, but the Biden Administration, through word and deed, has treated the armed forces as just another place to work. We must restore our military to a place of honor and respect and recruit and retain the individuals who will meet the rigorous standards of excellence that are required for membership in the world’s greatest fighting force. Needed Reforms l Rescue recruiting and retention. Recruiting was the worst in 2022 that it has been in two generations and is expected to be even worse in 2023. Some of the problems are self-inflicted and ongoing. The recruiting problem is not service-specific: It affects the entire Joint Force. 1. Appoint a Special Assistant to the President who will maintain liaison with Congress, DOD, and all other interested parties on the issue of recruiting and retention. 2. Improve recruiting by suspending the use of the recently introduced MHS Genesis system that uses private medical records of potential recruits at Military Entrance Processing Stations (MEPS), creating unnecessary delays and unwarranted rejections.11 3. Improve military recruiters’ access to secondary schools and require completion of the Armed Services Vocational Aptitude Battery

Showing 3 of 5 policy matches

About These Correlations

Policy matches are calculated using a hybrid approach: initial candidates are found using semantic similarity between bill summaries and Project 2025 policy text, then an AI model (Llama 3.1 70B) provides detailed alignment ratings and analysis. Ratings range from 1 (minimal alignment) to 5 (very strong alignment). This analysis does not imply direct causation or intent.

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