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 can be short, 500-800 words, or longer, up to 1,600 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 / 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.

Editorial Calendar

Issue: Fall 2020 (October – December) (AUSA Issue)
Author Deadline: July 15
Theme: Industrial Base

  • The Army is growing its organic industrial base. What does this mean for the choices open to Army acquisition in developing, procuring and sustaining needed capabilities?
  • What are the relative advantages and disadvantages of using the organic industrial base vs. the commercial base, e.g., supply sources and available technology, particularly for highly specialized materiel solutions?
  • How best to determine when the organic industrial base offers the best, most innovative solution vs. the commercial industrial base? Can competition between the two answer this question?
  • How are acquisition processes adapting to the growing organic industrial base?
  • Cybersecurity is a major concern in system development. Does the organic industrial base necessarily offer greater security? How can the Army learn from industry in safeguarding capabilities under development and the intellectual property behind them?
  • Partner nations are yet another alternative for system development. What advantages do they offer?
  • What role do foreign military sales play in capitalizing on partner nations’ industrial capabilities? What opportunities does this present for U.S. industry?
  • As the Army relies on its industrial base to accomplish its modernization priorities, what modernization do industrial base facilities themselves need?

Issue: Winter 2021 (January – March)
Author Deadline: October 15
Theme: COVID-19 Lessons Learned

  • The Army might not be the first thing people think of for pandemic response, but the Army is leading the national effort to combat COVID. This is a story that needs to be told. MRDC and JPEO-CBRND are collaborating on an article about how they work together to procure medical countermeasures. Other articles we’d like to see for this issue include (but by no means are limited to:
    • Enlisting competition: We gave Army ventilator stock to others—that’s our industrial base supporting the country. The Expeditionary Technology Search held a competition to find ventilators. The xTechSearch competition in just three weeks found four companies that made viable ventilators. (Read the article in the Fall issue, coming soon.) Prototypes, other-transaction authority, cooperative research and development agreements—what other tools and processes can the Army use that are suited to this kind of crisis procurement?
    • The COVID pandemic has required organizations in both the public and private sectors to make common cause. This has brought about unprecedented collaboration with the industrial base. What sorts of partnerships has your organization formed to deal with the pandemic?
    • Lessons in crisis management and planning: What worked well—positioning the supply chain for COVID, for example—and what are we determined we’ll do better in the next crisis? What sorts of crisis are we thinking about? What’s the thinking on how much time sound preparation requires?

Issue: Spring 2021 (April – June)
Author Deadline: January 15
Theme: Acquisition Architecture for Outcomes

  • Army acquisition has focused a lot recently on process, with support from Congress in the form of acquisition authorities such as other-transaction agreements and middle-tier acquisition, but the bigger picture is still in need of fixing—the culture, which is the root of problems in acquisition, not process. We need to change the culture to focus on outcomes more than process. Now, how do we accomplish this? What do we mean by “outcomes,” in concrete terms?
  • What similar efforts has private industry undertaken that we can learn from?
  • Other-transaction agreements and middle-tier acquisition authority have helped to produce marked improvements in process. How much of a difference have they made in the acquisition culture? The attitude toward risk?
  • The ongoing development of the Integrated Visual Augmentation System offers a model for collaborative development involving the government and industry, a hallmark of current efforts to reform acquisition. How does this model work?
  • In a similar vein is development of the Optionally Manned Fighting Vehicle to replace the Bradley, particularly efforts to collaborate with industry on development of operational characteristics outside the restrictive requirements process. What early lessons learned does this big-six modernization initiative hold in terms of changing the culture?
  • What difference is the recent revision of DOD Instruction 5000 series realistically expected to make in improving the acquisition culture?
  • Are there subcultures in Army acquisition that are in particular need of change, e.g., research and technology, budgeting, contracting, logistics? Is it possible to approach culture change by dividing and conquering through these various elements?

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