Army AL&T Magazine

Army AL&T magazine is USAASC’s quarterly professional journal, comprising in-depth, analytically focused articles. The magazine’s mission is to instruct members of the Army AL&T community relative to AL&T processes, procedures, techniques and management philosophy and to disseminate other information pertinent to the professional development of workforce members and others engaged in AL&T activities. The magazine is available in both hard copy and on the USAASC website. The editorial calendar shows the themes and deadlines of the current and future issues.


Click here for submissions

Articles need to have an OPSEC review and a Functional Lead approval to ensure articles are aligned with current Assistant Secretary of the Army (Acquisition, Logistics and Technology) Strategic Objectives.

Files to Upload

  • Articles should be formatted per Army AL&T magazine writers guidelines and submitted in Word document format (.doc or .docx) with a title that keys to the article name, for example, COL Smith Logistics Commentary.
  • Captions for photos, graphics and figures, if not included at the end of the document, should be submitted in a separate Word document with the same title as the article, but including the word “captions.” For example, [Your Article’s Name] — Captions.
  • Captions should include the file name of the photo or graphic, as well as the who, what, where and when details, and the photographer’s or artist’s name and organization: (Photo/Illustration by …. Name, Organization).
  • Photos should be submitted as separate image files in .jpg, .png or .tiff format. Image files should be no smaller than 2400 pixels wide at the highest resolution possible—for most, it will be a file size of 3-4 MB or larger.
  • Graphics, figures and illustrations may be submitted in an editable PowerPoint format (.ppt or .pptx), pdfs or as image files (.jpg, .png or .tiff).
  • Advertisements must fit in the Army AL&T template and should consist of minimal text and a “call to action,” such as a phone number or website that the reader can use for more information.
  • On the Move: If you are submitting news related to a promotion, retirement or important change of command, please fill out the On the Move form and submit it through our online portal. NOTE: With exceptions (e.g., awards), all On The Move submissions should be relevant news items regarding officers at the 0-5 level who are program, project or product managers, relevant news items regarding officers 0-6 and above, and enlisted Soldiers E-8 and above.
  • Faces of the Force is your chance to help us showcase the professionalism and accomplishments of the workforce as well as the range of career opportunities that Army acquisition offers, by nominating people from your organization to appear in our profiles. Fill out the nomination form and upload it at NOTE: Nominees must be current on all DAWIA certifications and requirements or within the allotted grace period.

Army AL&T magazine is unusual, even unique, in that most of its articles and commentary are written by its readers. We welcome your stories, ideas, opinions and art (photos, graphics, etc.). We only ask that you follow our writers guidelines. That, briefly, means that articles and commentary are usually approximately 1,600 words, relate to the theme of the issue, must be OPSEC-approved, and must be approved by the functional lead in your organization. See the guidelines for further detail.

Editorial Calendar

Issue: January – March 2018
Author Deadline: October 15
Theme: Science and Technology

  • Addressing future readiness with S&T across all domains of acquisition, from medicine to logistics to contracting to engineering and system development.
  • Pre-JCIDS research and development, mid-tier programs and rapid prototyping.
  • Technology insertion.

Issue: April – June 2018
Author Deadline: January 15
Theme: Modernization

  • Of equipment, business processes and facilities.
  • Repair vs. iterative upgrades vs. replacement: any new acquisition programs coming down the pike?
  • What are the high-priority capabilities the Army’s after, and who’s got the lead on them?
  • How is the Army setting its new modernization priorities? Modeling and simulation best practices in program development.

Issue: July – September 2018
Author Deadline: April 15
Theme: Experimentation

  • Accomplishments and lessons learned of the new Army Rapid Capabilities Office, the new Army Warfighting Assessment and refocused Network Integration Evaluation, not-so-new DIUx and Army Research Lab’s Open Campus, as well as (hopefully) new test-bed approaches.
  • U.S. Special Operations Command’s testing and its implications for conventional forces.
  • ACAT III reform.
  • Speeding the contract cycle from start to finish to get systems fielded faster.
  • Public-private partnerships.

*The themes below are subject to change at biannual Army AL&T Editorial Advisory Board meetings.

Issue: October – December 2018*
Author Deadline: July 15
Theme: Cyber

  • What technologies are the Army’s highest priorities?
  • How is the acquisition community integrating with the cyber folks?
  • How is the Common Operating Environment evolving to adapt to the threats?
  • To what extent can Army acquisition PMs pursue close and early collaboration with industry on requirements given the heightened OPSEC climate of cyber programs?
  • How is the defensive cyber product office in PEO EIS helping PMs keep systems secure?
  • What are the intersections of cyber and cryptography, and how well does the Army’s crypto office in PEO C3T work to integrate crypto into systems?

Issue: January – March 2019*
Author Deadline: October 15
Theme: Standardization and Interoperability

  • What can and should be standardized and what should not?
  • JCIDS requires that systems be interoperable, but often they are not. How do we get there?
  • Open standards in hardware and software.
  • How can the Army better standardize its fleets of air and ground vehicles? Standardized sustainment, modernization and upgrades?
  • Test and evaluation.
  • Training and education.

Issue: April – June 2019*
Author Deadline: January 15
Theme: IT and Software

  • System reliability, maintainability, quality assurance.
  • Cloud migration, enterprise architecture; non-enterprise resource planning systems.
  • Big data, modeling and simulation.
  • Can the Army and DOD maintain a database of enterprise and industry capabilities to better fill capability gaps?
  • Survey of tools that acquisition professionals are using, Project, TheBrain, Visio, modeling and simulation, data parsing, etc., and why. Best practices. Lessons learned.
  • COTS, GOTS and proprietary system and software sustainment, reliability and security. Interoperability.
  • Operational energy systems.

Assistant Secretary of the Army (Acquisition, Logistics and Technology) Strategic Objectives

  • Objective 1: Identify process gaps and efficiencies throughout all phases of acquisition to better inform decisions by Army leadership (i.e. requirements, acquisition, sustainment and disposal).
  • Objective 2: Foster a fiscal environment where resources are committed and provide stability,flexibility and agility needed to efficiently execute Army acquisition strategies.
  • Objective 3: Maintain and leverage a robust relationship with industry and Government research and development to better inform requirements development and acquisition strategies.
  • Objective 4: Maintain a trained and agile Army acquisition work force in a competitive labor market, to include civilian leadership development at all acquisition workforce grade levels, and enhanced supervisory hard and soft skills development.
  • Objective 5: Lead and conduct the Army’s activities associated with Defense exports and cooperation to further U.S. national security policies and objectives .
  • Objective 6: Establish and improve processes to better inform the acquisition lifecycle with the latest intelligence to ensure overmatch throughout all acquisition phases.
  • Objective 7: Increase agility in requirements generation, acquisition, sustainment and contracting processes to keep pace with the rapidly changing nature of war and advances in technology.
  • Objective 8: Rapidly identify, procure and field materiel solutions to address immediate, near-term and mid-term emerging threats and capabilities through rapid prototyping initiatives that enable Soldiers to decisively engage in contested environments.
  • Objective 9: Develop an integrated monitoring, detection and risk mitigation framework to arrest or deny unauthorized U.S. technology transfers.