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How do we do it?

Innovation. Scaling. Production.

Through continuous innovation, agile scaling, and responsible production practices, the CMC is poised to deliver $40B in gross output, nearly 10,000 new jobs, and long-term U.S. competitiveness in critical industries — all while fostering a place-based, sustainable innovation ecosystem.

Innovation

Innovation begins with advancing the science and engineering of critical materials. Our work focuses on three areas: new composition of matter, methods of production and qualification processes.

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New Compositions of Matter

Exploring chemical make-up, crystal structure, particle size, and morphology at the nano- and micro-scales unlocking next-generation performance. 

Methods of Production

Developing hydro- and vapor-metallurgy processes integrated with advanced manufacturing and continuous-flow systems that reduce capital and operational expenditures while improving purity, reducing waste and time to compartmentalization.

Qualification Processes

Embedding real-time data, statistical analysis, predictive maintenance, performance and optimization, and quality by design frameworks to shorten time to a qualified material.

Scaling

The Innovation–Scaling–Production (ISP) model is central to CMC’s strategy. Unlike traditional ecosystems where pilot and demonstration facilities are seen as sunk costs, our approach ensures each stage adds measurable value.

Graph shows technology and manufacturing readiness levels from "Lab" to "Full Scale." Stages include Bench, Pre-Pilot, Pilot, Demo, and LRP, with an upward curve signaling progress.

Key Elements of Scaling at CMC

Shared pilot and demo facilities leading to reduced time and capital barriers to full scale production.

A strong maturation pipeline where technology can rapidly advance through the TRL and MRL framework. Fail Fast Forward.

Centralized industrial experience and knowledge creating a critical materials innovation hub unlike anywhere else in the country.

Workforce Scaling

 The potential 10-year job growth for the region of service, including direct, indirect, and induced jobs.

Left: direct jobs classified by major employment categories (total 3,500). Right: direct, indirect and induced job group over time (total 10,000).

Production

Today US products demand 750,000 tons/yr of critical materials for the Defense Industrial Base (DIB) and 15,000,000 tons/yr for the commercial market. A gap of 66% and some minerals are 100% import reliant. The CMC aims to reduce this gap by standing up full scale manufacturing in addition to creating innovation and scaling technologies.

By 2036, CMC will help close the U.S. gap in refined critical materials by producing at least 100,000 tons per year — the equivalent of 1,000 railcars annually. This production supports downstream industries ranging from aerospace and defense to batteries, semiconductors, and advanced catalysts.

Shared facilities, equipment, and workforce can be pivoted to meet shifting market demands.

Process and material composition of matter innovations lead to low/no waste processes, lower capex and opex and less energy and water consumption compared to current state-of-the-art. 

Novel Advanced manufacturing techniques allows for a globally competitive process without subsidy or price fixing.

Economic Impacts to the KC Metro Area

$17B

Gain in GDP (5.8%)

$40B

Gross Output

$3B

In Equipment & Facilities

$553M

Tax Revenue