The Department of Defence appointed Laing O’Rourke in 2011 as managing contractor for the Moorebank Units Relocation project (MUR) – the largest single-site Australian Defence capital works project since the end of World War II.  The managing contractor was responsible for the complete relocation of Defence facilities and assets from a 190-hectare site at Moorebank to a 110- hectare site at Holsworthy Barracks, with a contract value of $834 million, and a completion deadline finish date of June 2015. The managing contractor established a lean team framework comprising versatile and experienced members as the first step in achieving project goals.  The team was aligned to specific managing contractor requirements that revolved around the procurement and managing of all scope, interfaces, safety and progress on each of the hundreds of contracts.  An early team decision was to be split the project into six precincts:-   •    Holsworthy Barracks Entry Precinct  •    School of Military Engineering 
•    Live-in accommodation  •    Liverpool military area, gym, pool and mess area  •    5 brigade and training  •    Infrastructure/enabling works.           The precinct approach ensured the efficient management of all aspects of the design and construction phase. The sheer scale of the project meant that without the precinct model, the risk of delay or inflated costs were too high.  An industry briefing of 500 representatives was held to provide subcontractors and suppliers with information on how the project would be delivered and the tender program for letting various trade packages. As a large project being delivered simultaneously on multiple fronts, several contractors for one trade discipline were also established.  The project included 80 buildings of various shapes, sizes and structures designed to a fast-tracked program. Digital engineering and standardised detail was used to support the process. The use of digital engineering including BIM allowed for the development of a 3D model that incorporated the building works, in-ground infrastructure services, road works and civil surface profile. The model assisted in the planning and coordination of interface works.  Detailed 4D models of typical buildings sections, linked to live construction programs, were used to inform overall construction logic and durations for each building.  Standardised detailing was introduced to the buildings, this repetition enabled the design team to concentrate on only two building types, permanent and training.  The use of digital engineering has also left the client with a digital model of the entire base and a project workforce trained in the use of BIM technology.  With fast-tracked delivery and minimal labour on site, building designs were adopted which relied heavily on off-site manufacture. These included pre-cast concrete, structural steel, bathroom pods and pre-fabricated services components.   Effective logistics management was key to the project success.  The sheer scale of the project and the number of personnel and materials required for the project meant that precise planning was required and the use of the logistics centre allowed the logistic team to inspect deliveries for compliance, ensure point of destination and clear security.  There were 9000 people employed in the delivery of the project, with an average daily workforce of 800, with a peak workforce of 1600.  A number of programs, processes and procedures to ensure the safe delivery of the project were introduced to create a culture of world-class safety through visible leadership.  The whole project team worked more than four million hours, with only seven lost time injuries recorded.  The project reached a peak spend of $45 million per month or $1.6 million per day and on completion was delivered $50 million under budget.  The managing contractor’s innovative approach to this project, together with the supply chain management, the delivery methods, and the detailed stakeholder management ensured the successful delivery of this unique project.