Kristen Smith 
Integrated Data Services CEO and President Tammer Olibah said the company’s Comprehensive Cost and Requirement system, or CCaR, aligns with priorities outlined by Secretary of War Pete Hegseth, a 2025 Wash100 Award recipient, during his recent “Arsenal of Freedom” address at the National War College.
The address, delivered to a small group of senior government and industry officials, focused on restructuring acquisition to support faster fielding and clearer accountability, Olibah wrote in a recent LinkedIn post, noting that Hegseth underscored a shift from what he described as peacetime acquisition toward wartime acquisition, where decision-making is centered on delivery speed and operational results.
How Does CCaR Support Acquisition Speed and Oversight?
According to Olibah, CCaR is suitable for wartime acquisition because this new mindset requires speed and accountability. CCaR, a commercial-off-the-shelf platform, works to provide insights into requirements, funding and execution across the Department of War and other federal agencies via an integrated view that shows leaders “who needs what, what it costs, when it will be delivered, and whether we are on track.” The platform also works to unify portfolio and financial data across organizations.
CCaR also works to standardize the enterprise-wide capture and reporting of requirements, funding and performance. Having standardized, cross-program data is foundational to the military’s transitioning away from the Joint Capabilities Integration and Development System towards a governance model involving the Requirements and Resourcing Alignment Board, the Mission Engineering and Integration Activity and the Joint Acceleration Reserve.
It is also in line with the planned establishment of a Wartime Production Unit and the transition of foreign military sales responsibility to the DOW acquisition and sustainment division under Hegseth’s acquisition reform framework.
How Does CCaR Support Foreign Military Sales Accountability?
Olibah pointed to use cases within the Department of the Air Force where the system tracked both appropriated and FMS funds. He said the visibility into obligations and expenditures supported accountability goals for allied programs.
