Army AL&T Submissions


Who can write for Army AL&T?
Anyone in the Army Acquisition Workforce and its stakeholders can write for Army AL&T. We work with writers from all skill levels, including no skill. Our editors are that good.



Photos, graphics and figures

  • Each should be a separate, high-resolution image file in .jpg, .img, .png or .tiff format, minimum 2400 pixels wide—most often a file size of 3-4 MB or larger.
  • Captions: Paste captions in the form provided on the submissions page. Alternately, submit captions in a separate Word document with the same title as the article. For example, COL Smith Logistics Commentary — Captions.
  • Caption details: Include the who, what, where and when details, and the photographer’s or artist’s name and organization: (Photo/Illustration by Name, Organization).
  • Graphics, figures and illustrations: Submit in PowerPoint format (.ppt or .pptx), pdfs or as image files (.jpg, .png or .tiff), or Photoshop or Illustrator.
  • 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

  • For news related to promotions, retirements or important changes of command, fill out the On the Move form and submit. 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, or relevant news items regarding officers 0-6 and above and enlisted Soldiers E-8 and above.

Faces of the Force / Spotlight on Success

  • To showcase the professionalism and accomplishments of the workforce as well as the range of career opportunities in Army acquisition, fill out the nomination form and submit. NOTE: Nominees must be current on all DAWIA certifications and requirements or within the allotted grace period.

We welcome your stories, ideas, opinions and art (photos, graphics, etc.). We will do our best to provide a timely response to your submissions.


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.


Issue: Spring 2022 (April-June)
Submission Deadline: January 18
Theme: Research, Development, Test and Engineering

This theme is not exclusively about RDT&E in the Congressional appropriation sense, and though financing could play a role, it’s more about the practices themselves— how the Army conducts research and development, engineers, tests and gets Soldiers the materiel solutions they need for optimal performance in combat.

Some examples of this might be how supply chain security affects development, or how the Army looks to engineer the multidomain battlespace of the future, or how Army acquisition should be working with the intelligence community to address emerging threats.


  • How does iterative development affect RDT&E? With mid-tier acquisition, engineers and software developers are working side-by-side with industry and Soldiers to identify problems and solutions in labs and on test ranges so they can perform best in combat. What good news stories does your command or organization have to tell?
  • Digital RDT&E—how does modeling and simulation fit into what your command or organization is doing or aims to do in the future? How does or can M&S inform bending metal before metal is bent?
  • When acquiring software, how should RDT&E look? Cybersecurity is critical given the realities of multidomain operations. How is your command or organization working to ensure the mission-critical cybersecurity in your systems?

A significant problem with smaller tech companies is enduring or overcoming the “valley of death.” Lessons learned or best practices in RDT&E would be welcome.

Program execution and performance are critical to a more information-age acquisition system. Tell us how your command or organization is working to execute at a higher level.

Issue: Winter 2022 (January-March)
Submission Deadline: October 15
Theme: Alternative Acquisition

This issue will look at lessons learned in the use of other-transaction authority and middle tier acquisition and other pathways to modernization that skirt the Federal Acquisition Regulation and the Joint Capabilities Integration and Development System to speed acquisition. Congress has provided a lot of new authority in the past few national defense authorization acts and other transactions are big business in DOD. We are looking for articles highlighting success stories in best practices and lessons learned in speeding acquisition.

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

  • Cultural Change. To effectively modernize the force, ASA(ALT) will be assertive, flexible, adaptable and forward-thinking. While process is important, delivering product is the fundamental standard by which success is measured. Work closely with cross-functional teams to define, establish and write requirements. Maximize use of law and policy to rapidly prototype, produce and field products.
  • Accelerated Fielding. Ensure an agile and responsive acquisition system to meet the needs of our Soldiers. Reduce time-consuming and wasteful processes and reports. Focus efforts on developing an acceptable materiel solution and fielding that product; allow for time to upgrade the fielded system incrementally over time.
  • Accelerated Technology. Apply resources to employ and develop technologies that provide the greatest military advantage. Ensure that the Army intelligently focuses its science and technology investments on those technologies that contribute to the greatest advancements toward modernization and to enable technologies.
  • Accountability. Improve the way business gets done to make the Total Army more lethal, capable and efficient. Ensure that organizations, policies, processes and tasks that consume time, money and manpower deliver real value.

Leadership Philosophy Memo