Army AL&T Submissions

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.

FILES TO UPLOAD

Articles

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

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.

EDITORIAL CALENDAR

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)
Submission Deadline: January 15
Theme: Shaping Army Acquisition

This issue will focus on the culture of acquisition in the Army, what’s changed and what needs changing.
The back-to-basics approach, still being defined as its rolled out, along with the Adaptive Acquisition Framework, points in the direction of “speed of relevance” acquisition. Clearly, the culture is set to change. Indeed, in the last few years, it has changed a good bit, thanks to efforts by Congress, and DOD and Army leaders.
Operation Warp Speed has used other-transaction authority and cooperative research and development agreements extensively in a historic effort to drive vaccines and treatment for COVID-19 from the lab to the marketplace.
Authorities granted by Congress over the last few years—other-transaction, mid-tier acquisition, Section 2373 authority (to purchase experimental supplies necessary for experimental or test purposes) and others—have enabled more of a buy-try-decide model.
It appears that these changes may have altered the culture to a mindset more concerned with the product or outcome than the process. How much is unclear, but it seems safe to say that things are changing.
What else is there in the toolkit that the Army can use? How have or can individual organizations change their own culture to speed up acquisition? What can organizations do to “cure” their risk aversion?
In all of this, leadership is crucial—program managers who have a vision for their program’s completion, not just for checking boxes.

Issue: Summer 2021 (July-September)
Submission Deadline: April 15
Theme: Enabling Modernization

This issue will focus on policy, processes and practices that enable the acquisition of the Army’s modernization priorities. AFC is now more than a newly established command. ASA(ALT), AMC and AFC understand how to work together. How can they all streamline what they do to speed up modernization?
How have collaborative and iterative development with frequent Soldier testing helped to enable the Army’s priorities? How does attracting nontraditional contractors improve the quality and breadth of the technology available to the Army? How do the colors of money influence acquisition as a practice?
Where do modeling and simulation fit in streamlined acquisition? How does the test and evaluation community use modeling and simulation to facilitate scheduling and executing tests?
How does the Army improve the speed of technology transfer and help avoid the “valley of death”? What can we learn from programs like xTechSearch and its ecology of small, innovative companies?
Are there success stories about the priorities to tell coming from the laboratories and program executive offices? Where are those efforts going and how did they get there?

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