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

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: 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.


Issue: October – December 2018 (AUSA Issue)
Author Deadline: July 15
Theme: The “Critical Enabling Technologies” that will influence acquisition enterprise transformation

  • To acquire the technologies and enabling technologies that the Army must have to retain its overmatch, the acquisition enterprise is changing, most prominently with the Futures Command. (We may not have sufficient information available to meet our schedule.)
  • The Army’s six priorities: There are numerous facets to getting to this future, including:
    • People (Soldier cognition, conditioning, workforce, human capital management, etc.)
    • Basic and advanced science; modeling and simulation.
    • Contracting (new tools the result of several recent years of legislation)
    • New technologies, such as additive manufacturing may revolutionize logistics and sustainment.
  • Culture change—if the enterprise is to transform, so must the way we do business. What are you seeing, what has worked?

Issue: January – March 2019
Author Deadline: October 15
Theme: Understanding Industry

  • How does the Army become more receptive to nontraditional, innovative small businesses and what they can bring to the table? How can we lower the barrier to entry to work with DOD?
  • Industry Days are great ways to communicate with industry. How do we do it better to maximize participation and usefulness?
  • Open campuses—how do they facilitate the exchange with industry?
  • AAE says we need to engage with business often and aggressively. What is your organization doing?
  • The thorny issues of intellectual property.
  • How to do business with small business; how to use tools like SBIR and the like?
  • How do Industry cycle times impact on contract negotiations with the government? What have you run into?
  • Reach out to industrial partners for their perspective.

Issue: April – June 2019
Author Deadline: January 15
Theme: The Money Issue (Funding Acquisition)

  • What goes into the Congressional budget cycle?
  • What impact does the budget process have on RDT&E and Procurement funding?
  • PEOs/DASCs in defense of their programs?
  • An acquisition $$ 101: The colors of money, etc.

Issue: July – September 2019
Author Deadline: April 15
Theme: A Year In Review (How acquisition has reformed)

  • Evaluate where we stand a year from the establishment of the Army Futures Command.
  • Update on modernization efforts.
  • PEO success stories.

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