Button to subscribe to Army AL&T
Button to submission portal for Army AL&T
Button to Army AL&T Writers Guidelines
Editorial Calendar
Email Army AL&T

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.


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.

Click here to submit

Files to Upload


  • Articles should be approximately 1600 words.
  • Format per writers guidelines and submit in Word (.docx) form with a title that keys to the article name, for example, COL Smith Logistics Commentary.

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

  • 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.

Editorial Calendar

Issue: Fall 2019 (October – December)
Author Deadline: July 15
Theme: Supporting the Future Force

  • How are we all—ASA(ALT), Army Futures Command and Army Materiel Command—working together the shape the battlefield of the future as we are equipping the force of today?
  • Are you actively prototyping equipment and receiving feedback from Soldiers? Tell us what Soldiers are saying about the prototypes and how you’re incorporating that into your design and development process. Quote Soldiers directly.
  • Has a system been fielded in the last year? What are Soldiers saying about it? Do they think it should be improved for the future—how so?

Issue: Winter 2020 (January – March)
Author Deadline: October 15
Theme: Understanding Acquisition

  • In Army acquisition, the Army Futures Command has the development of requirements and future capabilities in collaboration with the assistant secretary of the Army for acquisition, logistics and technology, which has the procurement of those capabilities, and Army Materiel Command has the logistics and sustainment pieces. What is the day-to-day reality of those shared responsibilities?
  • How might we better understand industry and work better with it? What does industry need to understand about the Army better?
  • Acquisition has undergone rapid change in the last few years with the establishment of the Future Command and the introduction by Congress of new authorities. What does the ASA(ALT)-AFC-AMC relationship look like from the ground level? How do other-transaction authority and middle-tier acquisition change the playing field?
  • How do we get the incentives and penalties for business right, and what could we do better?
  • The saying is that “acquisition is a team sport,” but the rules are far more extensive and complex, and in constant flux, than any sport. What are the secrets of working together and keeping things on track?
  • Acquisition is complex business that’s not at all a business. As a government entity funded by taxpayers, the Army has little relationship to the businesses upon which it depends to deliver the capabilities it needs. How do we cut through the complexity to show how it works? How do all the parts fit together?

Issue: Spring 2020 (April – June)
Author Deadline: Jan. 15
Theme: Talent Management

  • Leadership culture: human capital success stories, Human Capital Strategic Plan; talent acquisition (West Point and scholarships at Universities); Training With Industry; Ph.D. program.

Themes are subject to change at biannual Army AL&T Editorial Advisory Board meetings.

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