The May-June 2015 edition of the Defense AT&L Magazine is now available! In it you will find a series of articles on a wide-range of defense acquisition, technology and logistics topics, including a number of articles that life cycle logisticians and product support managers will likely find of interest such as:

·         From the Under Secretary of Defense for Acquisition, Technology, and Logistics—Tying Profit to Performance A Valuable Tool, But Use With Good Judgment  -  From the Under Secretary of Defense for Acquisition, Technology, and Logistics

·         Becoming a “Chaosmeister” - Acquisition professionals can achieve results beyond their most positive expectations by approaching the current challenges and chaotic acquisition environment as operators. They can innovate and adapt tools and processes, creating networks and coalitions.

·         Performance-Based Logistics—A Readiness Strategy Tailor Made for Austere Times - With properly structured and executed Performance-Based Logistics, weapon system operating and support costs actually can be reduced while performance increases.

·         Source Selection Simulation—Intact Team Training on Picking a Provider - An interactive development platform allows a team to develop from remote locations and record the results in a DVD. This affords troops in remote locations access to acquisition regulations, policies, procedures, templates and examples. The troops could practice with the DVD and carry it with them on deployment.

·         Integrating Intelligence and Acquisition to Meet Evolving Threats—Interview With Dr. Sean Kirkpatrick of the Defense Intelligence Agency - It is important to build a stronger partnership between the acquisition, requirements and intelligence communities to anticipate and plan for responsive and emerging threats. This partnership must leverage the best of what each community offers in order to stay ahead of changing threats.

·         Developing Non-Lethal Weapons—The Human Effects Characterization Process - Warfighters equipped with non-lethal weapons, such as dazzling lasers, got drivers’ attentions and brought approaching vehicles to a halt. Using these non-lethal capabilities helped differentiate combatants and noncombatants and reduced checkpoint shootings.

·         The Fast Follower—Coming Up Behind Development Leaders - The fast follower has a “replicate and duplicate” strategy. This leaves experimentation and risk to others while positioning the fast follower to rapidly exploit new technical knowledge.

·         The First 100 Days of an Acquisition Workforce Manager - The challenge facing a new workforce manager is to develop a plan to make the transition effectively. Managing others is not easy. Each situation is different because every person is unique.

·         Acquisition Pros Keep the Gears Moving - Following significant past cutbacks in the acquisition workforce, new entrants have an opportunity to make a difference and contribute to acquisition reform while doing more with less.

·         Best Value Strategy—Raising Special Ops Mobility - By culling and clarifying requirements and using a unique source selection approach, the U.S. Special Operations Command compressed acquisition cycle times and expedited the acquisition of Ground Mobility Vehicle 1.1 Software.

·         Software 2015: Situation Dire - The convergence of software, national security and global competition could unleash a cascade of destructive effects. The software industry needs to provide more innovation, trustworthiness and cybersecurity.