610: NAVIGATING INDUSTRIAL REVOLUTIONS: THE ROLE OF INDIA’S INDUSTRIAL POLICY

 

My Paper published on the Indus International Research Foundation Website on 03 Mar 25.

 

India’s industrial landscape has undergone significant transformations, shaped by successive industrial revolutions and evolving policy frameworks. From the early days of import substitution to the liberalisation era and the push for self-reliance under initiatives like “Make in India,” the country’s industrial policy has played a crucial role in adapting to global technological shifts. India faces challenges and opportunities as the world has entered the Fourth Industrial Revolution, which is marked by artificial intelligence, automation, and advanced manufacturing. A strategic approach to industrial policy is essential to harness emerging technologies, boost competitiveness, and ensure inclusive economic growth. India can position itself as a global manufacturing and technology hub by fostering innovation, strengthening infrastructure, and promoting skill development. There is a need to study how India’s industrial policy has evolved in response to past industrial revolutions and examine the strategies needed to navigate the current and future waves of technological transformation.

 

Industrial Revolutions and Their Impact on India

The Industrial Revolutions are a series of transformative shifts in production processes, technologies, and economies that have reshaped society, work, and industries over the past few centuries.  Each revolution has fundamentally transformed industries, economies, and societies, leading to greater productivity, new job roles, and sometimes societal challenges related to employment, equity, and sustainability. These revolutions are typically divided into four phases, each driven by ground-breaking technological innovations.

 

First Industrial Revolution (Industry 1.0). The First Industrial Revolution began around the 1760s and lasted into the mid-1800s. It marked the shift from agrarian to industrialised economies, primarily in Britain, and later spread to other parts of Europe and North America. Key innovations during this period included the development of the steam engine by James Watt (late 18th century), which revolutionised power generation, making it possible to mechanise production, move goods, and propel ships and trains. The introduction of machinery like the spinning jenny and power loom in the textile industry drastically increased productivity. Coal became the dominant energy source, fuelling steam engines, while iron and steel production saw significant advances. The steam locomotive and steamships revolutionised transportation, allowing goods and people to travel faster and more efficiently. The impact of the first revolution was a significant increase in factory-based production over manual labour, urbanisation due to the movement of people to cities for factory work, social changes resulting in the rise of the working class and the beginning of labour rights movements, and environmental effects, due to heavy reliance on coal.

Industry 1.0: Impact on India. India was largely bypassed during the First Industrial Revolution, as it was under British colonial rule. The British Empire used India as a source of raw materials and a market for finished goods produced in Britain. However, some initial industrial developments occurred under British influence. India had a well-established textile industry before British colonialism, but during British rule, many Indian textile mills were closed, and production shifted to England, where mechanised textile manufacturing flourished. India became a supplier of raw cotton to British mills. The British built an extensive railway network in India (starting in the 1850s) primarily to transport raw materials and finished goods. While the railways helped in internal transportation, they also tied India to colonial economic interests. India missed out on industrialisation, and its economy remained largely agrarian. Social and economic disparities deepened, and there was a growing dependency on British manufacturing.

 

Second Industrial Revolution (Industry 2.0). The Second Industrial Revolution began around the 1870s and continued into the early 20th century. This period focused on electrification, mass production, and scientific innovation, and it was particularly significant in the United States, Germany, and Britain. The key innovations included harnessing electricity for industrial use (e.g., electric motors, lighting, and factories powered by electrical systems). Henry Ford’s introduction of assembly lines in the automotive industry allowed goods to be produced on a large scale at reduced costs. New methods of producing steel, such as the Bessemer process, made steel more affordable and accessible, supporting infrastructure and transportation. The chemical industry expanded with new materials like synthetic dyes and fertilisers and pharmaceutical breakthroughs. Inventions such as the automobile (Ford’s Model T) and aeroplane (Wright brothers) reshaped transportation and communication. This revolution resulted in further urbanisation and the growth of large cities, a significant increase in manufacturing and consumer goods production, and social changes, such as the rise of labour unions and a growing middle class, and advances in global trade due to improved transportation and communication systems (telegraph and telephone).

Industry 2.0: Impact on India. The Second Industrial Revolution, characterised by electrification, mass production, and steel production, occurred just as India was under colonial rule. India remained a supplier of raw materials but began to see some early industrial ventures. Some Indian entrepreneurs, like the Tata family (who established Tata Steel in 1907), started building the foundations of Indian industry. Tata Steel was the first major steel manufacturing plant established to meet growing industrial needs. The introduction of electricity began to lay the groundwork for more modern industries, although the overall rate of industrialisation remained slow compared to Western powers. India’s industrial base remained underdeveloped, and the economy relied on British colonial policies. Industrial growth was primarily focused on sectors like textiles, tea, and jute for export.

 

Third Industrial Revolution (Industry 3.0).  The Third Industrial Revolution began in the mid-20th century, driven by automation, information technology (IT), and digitalisation. It marked the transition to a more digitally interconnected and automated world. During this period, the development of computers, microprocessors, and personal computing systems revolutionised data processing, design, and manufacturing. The introduction of robotics and computer-aided design (CAD) and manufacturing (CAM) significantly improved precision and efficiency in production. The rise of the internet and mobile technologies allowed for instant communication and information sharing on a global scale. Advances in nanotechnology opened new frontiers for materials science, electronics, and medicine. The revolution caused significant advances in globalisation, as digital technologies allowed for integrating global markets and supply chains. The automation led to increased efficiency but also concerns over job displacement. Economic restructuring occurred with a shift from heavy industry to services and high-tech sectors. Data became a major driver of economic value, giving rise to the information economy.

Industry 3.0: Impact on India. India’s Third Industrial Revolution, driven by automation, IT, and digitisation, began to take shape in the late 20th century after India gained independence in 1947. The era was marked by significant transformations, especially in the 1990s. India’s economic liberalisation marked a turning point as the government moved away from socialist-style policies and began opening up to foreign investment, privatisation, and deregulation. This created the conditions for India to leverage the technological advances of the Third Industrial Revolution. In the 1990s, India became a global hub for software development and IT outsourcing, with cities like Bangalore and Hyderabad emerging as major IT centers. Indian companies like Infosys and Tata Consultancy Services (TCS) grew rapidly, and the country became known as the “back office of the world”. The growth of mobile phones, internet access, and low-cost smartphones transformed Indian communications, leading to a more connected society and significant opportunities for remote education, business, and services. Economic growth accelerated in the 1990s, particularly in the IT and service sectors, fuelling job creation and urbanisation. India made significant strides in the digital economy, improving efficiency and productivity in various sectors, including agriculture, healthcare, and education. However, challenges remained, such as infrastructure deficits, low levels of manufacturing, and inequality.

 

Fourth Industrial Revolution (Industry 4.0). The Fourth Industrial Revolution is ongoing and is characterised by the integration of cyber-physical systems, innovative technologies, and AI-driven automation across industries. It represents the fusion of the physical, digital, and biological worlds, driven by the unprecedented speed of technological advancements. Artificial Intelligence (AI) and Machine Learning (ML) are being used for predictive analytics, process optimisation, and automation across various sectors (from manufacturing to healthcare). The proliferation of IoT devices is creating smart factories, cities, and homes, with interconnected devices communicating and sharing data. Advanced and autonomous robots and drones are being used in manufacturing, logistics, and healthcare. 3D Printing (Additive Manufacturing) can create complex, customised products with less wastage, revolutionising the aerospace, healthcare, and construction industries. Blockchain technology is transforming finance, supply chain management, and healthcare industries by providing secure, transparent transactions. Smart manufacturing and personalised products are becoming the norm. Increased focus is on sustainability, as advanced technologies help improve efficiency and reduce environmental impact. There is a rise of data-driven business models, where data is a key asset for companies. The rise of automation and AI is creating new opportunities for skilled workers in tech-driven industries but causing concerns about job displacements. Changes to global supply chains, with digital twins and real-time data, provide greater efficiency and flexibility.

Industry 4.0: Impact on India. India is actively engaging with the Fourth Industrial Revolution, driven by AI, IoT, robotics, big data, blockchain, and smart manufacturing technologies. India’s response has been multifaceted. The Digital India campaign launched in 2015 aims to provide internet access to all citizens, increase the use of digital technologies in government services, and promote e-commerce and start-ups. This initiative has expanded internet connectivity and increased digital literacy. The Indian manufacturing sector is gradually adopting Industry 4.0 technologies like IoT, cloud computing, and advanced robotics. The Make in India initiative (launched in 2014) encourages investment in manufacturing and aims to make India a global manufacturing hub. India is investing heavily in AI, focusing on healthcare, agriculture, education, and urban planning. The government’s National AI Strategy aims to make India a leader in AI by 2030. AI, IoT, and drones are used in agriculture for precision farming and improving productivity. Apps are helping farmers access better market prices and agricultural advice. Smart city initiatives are being launched in cities like Bhubaneswar, Pune, and Ahmedabad, integrating digital technologies like sensors and smart grids to improve urban living standards. India has the potential to become a global leader in technology and innovation, but there are still significant gaps in infrastructure, digital literacy, and skilled labour. While tech-driven industries have flourished, manufacturing and rural areas are still catching up with automation and smart technologies. There are concerns about job displacement due to automation, but upskilling programs are being rolled out to ensure the workforce is ready for the new digital economy.

 

India’s Industrial Policy: Successes and Failures.

India’s industrial policy has evolved dramatically since its independence in 1947. Successive governments have attempted to foster economic growth, self-reliance, and industrial development. Both successes and failures have marked the journey, and the country’s industrial policy continues to evolve in response to changing global and domestic challenges.

The Early Years (1947–1960s): A State-Led Vision. India faced several economic challenges during independence, including widespread poverty, underdeveloped infrastructure, and agricultural dependence. India’s first Prime Minister, Jawaharlal Nehru, envisioned transforming the country into a self-sufficient industrial economy independent of foreign domination. The Industrial Policy Resolutions of 1948 and 1956 were central to this vision. The 1948 Industrial Policy laid the groundwork for India’s industrialisation by categorising industries into three lists: public sector, private sector, and mixed sector. The 1956 Industrial Policy Resolution was more ambitious, emphasising the development of heavy industries, including steel, coal, and electricity. It sought to build the foundation for a planned economy, where the government played a leading role in industrial development through public sector enterprises (PSEs). Defence, railways, and energy sectors were nationalised to ensure strategic control. The public sector became the backbone of India’s industrialisation, establishing companies like the Steel Authority of India (SAIL) and Bharat Heavy Electricals Limited (BHEL). Industrial infrastructure, such as power plants and transportation networks, began to develop, fueling growth in other sectors. However, the state-driven approach led to few inefficiencies. Public sector enterprises were often plagued by bureaucratic red tape and a lack of competition. Over-regulation and a focus on import substitution stifled innovation and private enterprise. The ‘License Raj’ system, introduced in the 1950s, required businesses to obtain government permits for even modest expansions, creating an environment of inefficiency and stagnation.

The License Raj (1960s–1980s): Protectionism and Stagnation. In the 1960s and 1970s, India’s industrial policy became more protectionist, emphasising self-reliance and import substitution. The government imposed high import tariffs and relied on state-run industries to drive economic growth. This period was characterised by extensive regulation, government control, and the License Raj, which restricted the entry and development of private industries. Under this framework, large public sector corporations were created to operate in sectors like steel, oil, and telecommunications, while private industries were subject to tight controls. The government also focused on large-scale infrastructure projects to meet the country’s basic needs. Public sector enterprises were crucial in building foundational industries such as steel, electricity, and transportation. Major infrastructure projects, such as the development of the Indian Railways and major steel plants, helped lay the foundation for industrial growth. However, the policy of protectionism often backfired.  The License Raj restricted the growth of smaller businesses and stifled entrepreneurship. The system of permits and controls created an atmosphere of corruption and inefficiency, while large companies focused on bureaucratic hurdles instead of innovation. Industrial growth remained stagnant in many sectors, and India’s manufacturing sector failed to achieve global competitiveness, mainly due to a lack of technological innovation and investment.

The Liberalisation Era (1991–2000s): Reform and Opening Up. The most significant shift in India’s industrial policy came in 1991 when the country faced an economic crisis. With a balance-of-payments crisis and a stagnant economy, India embarked on a series of reforms to liberalise the economy. The new industrial policy, unveiled in 1991, dismantled the License Raj, allowing private enterprises to flourish and foreign direct investment (FDI) to flow into the country. The 1991 reforms also included reducing tariffs, deregulating industries, and encouraging private investment in sectors previously dominated by state-owned enterprises. The government reduced its direct control over industrial industries and focused on creating an enabling environment for businesses to thrive. Liberalising India’s economy significantly increased foreign direct investment (FDI) and boosted the private sector. The IT and services sectors experienced remarkable growth, positioning India as a global software and IT outsourcing leader. The emergence of IT giants like Infosys, Wipro, and Tata Consultancy Services (TCS) transformed India’s economic landscape. India also experienced a substantial increase in exports, particularly in pharmaceuticals, textiles, and engineering goods. While services like IT and telecommunications flourished, the manufacturing sector struggled to grow simultaneously, lagging behind other emerging economies. Regional disparities in industrial development persisted, with major cities like Mumbai, Delhi, and Bangalore benefiting more from liberalisation, while smaller towns and rural areas saw limited growth. Infrastructure bottlenecks, such as poor roads, outdated ports, and power shortages, continued to constrain industrial development.

Contemporary Industrial Policy (2010s–Present): Innovation and Sustainability. In recent years, India has focused on fostering innovation, enhancing manufacturing capabilities, and promoting sustainable growth. The government introduced initiatives like Make in India (2014) and Atmanirbhar Bharat (Self-Reliant India) to boost manufacturing, promote domestic production, and reduce dependence on imports. The National Manufacturing Policy, introduced in 2011, aimed to increase the manufacturing sector’s contribution to GDP and create millions of jobs. In addition to manufacturing, there is a significant emphasis on digital transformation and innovation. The Digital India initiative and push for smart manufacturing technologies like the Internet of Things (IoT), artificial intelligence (AI), and robotics have become key drivers of the new industrial vision. Manufacturing sectors, particularly defence, electronics, and renewable energy, have grown. India has attracted significant foreign investment in automotive, renewable energy, and electronics manufacturing industries. Startups, particularly in technology and fintech, have flourished, leading India to become one of the world’s largest startup ecosystems. Despite efforts to promote “Make in India,” India remains heavily dependent on imports for critical goods, particularly in the electronics, machinery, and oil sectors. The manufacturing sector still struggles with low productivity, skill mismatches, and limited technological adoption, particularly in traditional sectors like textiles and heavy machinery. Infrastructure issues, particularly logistics and energy, continue to hamper industrial growth.

 

 Future Prospects.

 India’s industrial policy must address key challenges such as improving infrastructure, boosting manufacturing competitiveness, and fostering innovation. It should embrace Industry 4.0 technologies like AI, robotics, and IoT to enhance manufacturing efficiency, improve product quality, and create high-tech jobs. Promoting green technologies and sustainable manufacturing processes to align with global environmental goals. India has immense potential to be a leader in renewable energy, electric vehicles, and green manufacturing. Addressing skill gaps through focused training programs to match the evolving needs of industries. A skilled workforce is critical to driving innovation and improving productivity, improving logistics, reducing bottlenecks, and modernising infrastructure in key sectors like energy, transport, and digital connectivity and ensuring that industrial growth is inclusive by promoting development in underserved regions and sectors, mainly through the support of MSMEs (Micro, Small, and Medium Enterprises).

As India looks toward Industry 5.0, it will focus on enhancing human-machine collaboration and making technological advancements more sustainable and inclusive. The country will aim for human-centric industries, where technology augments human capabilities rather than replaces jobs. India is already taking steps towards green manufacturing and using renewable energy sources. Circular economy models will gain more traction in textiles, electronics, and automobiles. As automation increases, India must focus on developing a skilled workforce capable of working alongside robots and AI, emphasising sectors like healthcare, advanced manufacturing, and engineering. India is expected to see significant advancements in AI-driven healthcare, telemedicine, and precision medicine, potentially leading to universal healthcare access.

 

Conclusion.

India experienced and continues to experience the effects of industrial revolutions differently. It faced challenges in the early stages due to colonialism. Still, with economic liberalisation and the rise of IT and digital technologies, it has become an industrial powerhouse in software, telecom, and services. The next phase, Industry 5.0, promises to create more human-centric, sustainable, and technologically advanced industries, though challenges in infrastructure, digital equity, and job displacement must be carefully addressed.

India’s industrial policy has also come a long way, from state-led, protectionist measures to liberalisation and reforms aimed at global competitiveness. The successes and failures of past policies offer valuable lessons as India charts its path forward. To achieve sustainable and inclusive growth, India must continue to adapt its industrial policies, focusing on innovation, technology, and infrastructure while fostering an environment of competition and entrepreneurship. The future of India’s industrial landscape lies in its ability to embrace new technologies, meet global standards, and capitalise on its demographic and economic potential.

 

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References and credits

To all the online sites and channels.

Pic Courtesy Internet

References:-

  1. Roy, T. (2011). The Economic History of India, 1857–2010. Oxford University Press.

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Information and data included in the blog are for educational & non-commercial purposes only and have been carefully adapted, excerpted, or edited from reliable and accurate sources. All copyrighted material belongs to respective owners and is provided only for wider dissemination.

 

608: THE EVOLVING AVIATION MRO INDUSTRY AND INDIA’S OPPORTUNITY

 

My article was published in the Mar 25 issue of Life of Soldier Journal.

 

India’s aviation Maintenance, Repair, and Overhaul (MRO) market is witnessing rapid growth, driven by increasing air travel demand, expanding airline fleets, and government initiatives promoting domestic MRO services. As airlines seek cost-effective maintenance solutions, India’s strategic location and skilled workforce position it as a potential global MRO hub. However, high taxation, infrastructure gaps, and regulatory hurdles hinder its full potential. With policy reforms, investment in advanced facilities, and collaboration with global players, India can transform its MRO sector into a key driver of the aviation industry. This article explores India’s MRO market’s growth, challenges, and opportunities.

 

Key Players in the Aviation MRO Industry

 

The Aviation Maintenance, Repair, and Overhaul (MRO) industry comprises airlines, independent MRO providers, Original Equipment Manufacturers (OEMs), and specialised component repair firms. These entities offer a wide range of services, from routine maintenance to complex overhauls, ensuring the safety and reliability of aircraft worldwide.

 

Airlines with In-House MRO Capabilities. Many airlines operate MRO divisions to maintain their fleets and offer third-party services. Lufthansa Technik, a subsidiary of Lufthansa Group, is one of the largest MRO providers globally, offering airframe maintenance, engine services, and component support. Similarly, Delta TechOps, the MRO arm of Delta Air Lines, provides maintenance services for Delta’s fleet and other airlines. Another major player, Air France Industries KLM Engineering & Maintenance (AFI KLM E&M), services various aircraft and engines, offering component maintenance and logistics support.

 

Independent MRO Providers. Independent MRO companies operate globally, serving airlines and aircraft operators. ST Engineering Aerospace, based in Singapore, provides airframe, engine, component maintenance, and cabin refurbishments. AAR Corp, a U.S.-based provider, offers component repair, logistics, and airframe maintenance for commercial and defence sectors. HAECO (Hong Kong Aircraft Engineering Company Limited) specialises in airframe maintenance, component services, and cabin solutions.

 

Original Equipment Manufacturers (OEMs). OEMs have expanded into the MRO sector to support their aircraft and components. Boeing Global Services offers maintenance, parts, and digital solutions for Boeing aircraft. Airbus Services provides technical support and training for Airbus operators, focusing on predictive maintenance. GE Aviation specialises in engine MRO services, offering maintenance solutions for both its own and other manufacturers’ engines. Rolls-Royce TotalCare provides comprehensive engine maintenance under long-term service agreements.

 

Specialised Component and Engine MRO Providers. Several companies focus on specific components and engines. MTU Aero Engines, based in Germany, provides engine MRO services for commercial and military aircraft. StandardAero offers engine and airframe MRO services for commercial and business aviation. SIA Engineering Company, based in Singapore, partners with multiple OEMs to enhance its service offerings.

 

Regional MRO Providers. Many regional providers cater to specific markets. Turkish Technic offers airframe, engine, and component maintenance and aircraft modifications. Joramco, based in Jordan, provides airframe and component maintenance for various aircraft. GAMECO (Guangzhou Aircraft Maintenance Engineering Company), a Chinese MRO provider, specialises in airframe, component, and engine services.

 

Emerging and Niche Players. Smaller MRO providers are expanding their presence. Based in Estonia, Magnetic MRO provides line and base maintenance, engineering, and asset management services. FL Technics, a European-based provider, offers line and base maintenance and component support, primarily serving airlines in Europe, Asia, and the CIS region.

 

Digital and Data-Driven MRO Service Providers. Digital transformation is reshaping the MRO industry. Based in Switzerland, SR Technics integrates digital solutions and data analytics for predictive maintenance. Lufthansa Technik’s Aviatar platform provides predictive maintenance and technical asset management to improve operational efficiency.

 

Collaborative Ventures and Alliances. Partnerships between MRO providers and OEMs enhance service capabilities. AFI KLM E&M and Boeing collaborate to provide component support and maintenance solutions for Boeing 787 aircraft. TAP Maintenance & Engineering partners with OEMs to improve its servicing capabilities.

 

Aviation Maintenance, Repair, and Overhaul (MRO) India

 

India’s aviation sector is expanding remarkably, positioning the country as one of the largest aviation markets in the world. With rising air travel demand, the MRO industry is expected to witness significant growth, projected to reach a value of around $1 billion by 2025. The increasing number of domestic and international flights, the rise of low-cost carriers, and the burgeoning middle class are major contributors to this growth. Airlines are prioritising maintenance and repair services to ensure operational efficiency and safety.

 

Key Indian Players. Several key players dominate the Indian MRO industry, each contributing to its development. Air India Engineering Services Limited (AIESL), a subsidiary of Air India, provides comprehensive MRO services for both Air India and third-party airlines, offering airframe maintenance and component support. The Indira Gandhi Institute of Aeronautics (IGIA) plays a crucial role in workforce training through its partnerships with airlines and MRO providers. GMR Aero Technic, a part of the GMR Group, operates from Hyderabad and offers maintenance, repair, and overhaul services. Hindustan Aeronautics Limited (HAL), a state-owned entity, specialises in aircraft maintenance, particularly for military aircraft. The TATA Group has entered the MRO sector through TATA Advanced Systems, focusing on military and commercial aircraft maintenance.

 

Challenges Faced by the MRO Industry in India. Despite its promising growth, the Indian MRO sector faces several challenges. Infrastructure development remains a significant issue, as many MRO facilities require upgrades to meet global standards. The industry also suffers from a shortage of skilled technicians and engineers, necessitating targeted efforts to attract and train talent. High import duties on aircraft spare parts increase costs for MRO providers, making it challenging to source necessary materials at competitive rates. Additionally, navigating complex regulatory compliance requirements can be resource-intensive for MRO operators. The following factors collectively hamper the growth of an indigenous MRO industry, making Indian airlines reliant on foreign facilities for maintenance.

 

    • OEM Aftermarket Monopoly. Original Equipment Manufacturers (OEMs) dominate the aftermarket, restricting independent MRO players through intellectual property (IP) control, high consultancy fees, and restrictions on direct part sales. OEMs also use pricing strategies and exclusive contracts to limit competition.
    • Contractual & Offset Clause Issues – Airlines and OEMs impose conditions in aircraft purchase/leasing deals, such as mandatory maintenance at designated (often foreign) MRO facilities. Offset clauses, especially in defence aviation, usually remain unimplemented, limiting local MRO capabilities.
    • Infrastructure Shortcomings. Limited land allocation for airport MRO hangars increases logistics costs. Training infrastructure is also inadequate, with many institutes lacking access to aircraft for hands-on learning.
    • Lack of Access to Credit. MRO is capital-intensive, and post-pandemic financial strains have made credit access difficult. High collateral demands further restrict expansion.
    • Post-pandemic Demand-Supply Mismatch. While India anticipated MRO growth, post-2021 tax reforms, oversupply due to global pandemic disruptions, and supply chain constraints had hindered expected expansion.
    • Taxation & Duty Issues. Despite the reduction of GST on MRO services, high tax rates on spare parts deter growth. Complex customs classifications also result in excessive duties, while the inverted duty structure discourages local manufacturing. Additionally, Indian airports charge royalties on MRO revenue, increasing operational costs.

 

Emerging Trends. Several emerging trends are shaping the future of the Indian MRO industry. The government has proactively supported this sector through initiatives like the National Civil Aviation Policy and the “Make in India” campaign, which encourage domestic manufacturing and services. Digital transformation is another key trend, with MRO providers increasingly leveraging data analytics and IoT to improve operational efficiency and predictive maintenance. Indian companies are also forming partnerships with global MRO players, gaining access to advanced expertise, technology, and best practices to enhance service quality.

 

Future Prospects. Looking ahead, the future of the Indian MRO industry appears promising. The continuous rise in air traffic is expected to drive sustained demand for maintenance services, creating new opportunities for existing players and new entrants. Investment opportunities abound in MRO facilities, workforce development, and advanced technologies. As India continues to cement its position as a key player in the global aviation market, strategic initiatives from government and private sector investments will likely shape a more robust and competitive MRO industry.

 

Recommendations for Strengthening India’s MRO Sector. Key challenges must be addressed to enhance India’s Maintenance, Repair, and Overhaul (MRO) industry and make it competitive globally. The sector needs investment, regulatory support, and improved infrastructure. The following short-term and long-term measures are recommended.

 

    • Establish a Nodal Agency for MRO Regulation. A dedicated regulatory body should oversee policies, manage inter-ministerial coordination, and implement industry reforms. The agency should promote technological innovation (AI, predictive analytics, drones) and encourage R&D for indigenous technology. Offset management must ensure foreign investments contribute to capacity and technology development. Efforts should be made to expand India’s global MRO outreach and foster strategic partnerships with OEMs. Strengthen human resource development through industry-academia collaborations and international exchange programs.
    • Leverage low-IP-control areas as Entry Points. Indian MRO should focus on line maintenance, structural repair, avionics, and electrical work before progressing to high-IP areas like engine maintenance. Partnering with Tier-I global MROs can expand expertise and market reach.
    • Develop Infrastructure and Encourage OEM Collaborations. Self-sufficiency in spare parts manufacturing is crucial, as spares constitute 55% of component MRO and 80% of engine MRO costs. Government support through Production Linked Incentives (PLI) and joint ventures with FAA/EASA-certified MROs can boost domestic production.
    • Address OEM Monopoly and Strengthen Alternatives. OEMs dominate aircraft maintenance through restrictive contracts and data control. India should promote alternatives like Surplus Parts (Used Serviceable Materials), Designated Engineering Representatives (DER) Repairs, and Parts Manufacture Approval (PMA). India should seek bilateral agreements to promote global acceptance of DGCA certifications.
    • Introduce Capital Investment Incentives. The government should offer tax credits on capital expenditures, PLI incentives for components and spares, lower duties/taxes on Indian-made aviation parts, and state-level incentives for electricity and amenities to attract foreign MRO investments.
    • Adopt a Public-Private Partnership (PPP) Model. MRO facilities require high capital investment and long break-even periods. Government-owned, Privately Operated (GOPO) models can optimise public MRO capacities like AIESL and HAL.
    • Civil-Defence MRO Convergence. Leverage underutilised defence MRO capacity (e.g., HAL) to support civil aviation needs. Absorb skilled defence personnel into the civil MRO workforce.
    • Rationalise Customs Duty, GST, and Land Rentals. Reduce high GST and customs duty on aircraft parts to match competitors like Malaysia and Singapore. Extend duty exemptions to MRO-imported aircraft parts. Lower AAI land lease rentals to make MRO operations cost-effective.
    • Enhance Human Capital Development. Establish industry-linked aviation training programs. Government-supported scholarships and exchange programs can create a skilled workforce.
    • Recognise MRO as Infrastructure. Including MRO services in India’s Harmonized Master List of Infrastructure Sub-sectors will enable tax benefits, foreign investment, and financial incentives.

 

Conclusion

India’s aviation MRO market is poised for significant expansion, driven by rising air traffic, government initiatives, and cost advantages. However, challenges such as high taxation, regulatory complexities, and infrastructure gaps hinder its full potential. India must streamline policies, enhance local capabilities, and attract global investments to capitalise on opportunities. Strengthening the domestic supply chain and fostering skilled labour will further boost competitiveness. With strategic reforms and industry collaboration, India can emerge as a global MRO hub, reducing dependence on foreign facilities and fostering self-reliance. The sector’s growth is vital for the broader aviation ecosystem, supporting economic development and technological advancement.

 

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References and credits

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References:-

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Disclaimer:

Information and data included in the blog are for educational & non-commercial purposes only and have been carefully adapted, excerpted, or edited from reliable and accurate sources. All copyrighted material belongs to respective owners and is provided only for wider dissemination.

 

604:TECHNOLOGY HARVESTING BY INDIAN AEROSPACE INDUSTRY: A STRATEGIC IMPERATIVE

 

My article published on the Indus International Research Foundation website on 19 Feb 25.

 

The Indian aerospace industry has made significant strides in technology harvesting, particularly in defence, satellite technology, and aircraft development. Key successes include the development of indigenous fighter jets like the HAL Tejas and the successful launch of ISRO satellite missions, such as the Mars Orbiter Mission. These achievements demonstrate the growing capability of India’s aerospace sector in adopting advanced technologies and adapting them to local needs. However, there are notable misses, primarily in producing high-performance engines and strategic aerospace systems, where India still relies heavily on imports. Despite efforts to indigenous technology, challenges like bureaucratic inefficiencies, limited R&D funding, and a lack of skilled workforce hinder complete technological independence. The industry must address these gaps through improved collaboration, investment in cutting-edge research, and focused policy support to achieve self-reliance and compete globally in the aerospace sector.

 

Technology Harvesting: The Process.

 

Technology harvesting refers to acquiring, utilising, and leveraging existing or newly developed technologies to achieve strategic goals, enhance innovation, or create value. This practice can involve various methods, such as sourcing new technologies, adapting existing ones, commercialising them, or repurposing them for different industries or applications. Technology harvesting often aims to advance an organisation’s capabilities, improve productivity, maintain a competitive edge, or create new products and services. It can involve the following:-

 

    • Identifying valuable technologies. Finding technologies that can benefit a company’s growth or strategic advantage.
    • Acquiring technologies. Through means like acquisitions, licensing, or partnerships.
    • Commercialising or adapting technologies. Transforming acquired technologies into profitable products, services, or processes.
    • Maximising the utility of available technologies. Making the most of existing technological assets by integrating them into new contexts or markets.

 

Ways and Means. Numerous methods help businesses and organisations stay competitive by quickly accessing and implementing new technologies. Some of these are:-

 

    • Internal Research and Development (R&D). Companies and organisations invest in R&D to develop new technologies that can give them a competitive edge. This can be through in-house teams or dedicated innovation labs.
    • Collaborative Research and Development (R&D). Partnerships between universities, research institutes, and businesses allow for technology sharing and joint development, which can expedite innovation.
    • Buying Start-ups: Larger companies often acquire smaller tech start-ups that have developed innovative technologies. This enables quick access to cutting-edge tech and talent.
    • Technology Transfer. Institutions like universities often transfer their research outputs to private companies that can commercialise the technology. This is facilitated through licensing agreements.
    • Technology Licensing. Companies or individuals who hold patents on specific technologies can license them to other firms for a fee or a royalty agreement.
    • Patent Pools. Multiple organisations might collaborate and share patents or licenses to reduce barriers and avoid litigation, accelerating technology adoption.
    • Open-source software. Companies or individuals contribute to open-source projects, allowing others to use, modify, and build upon the technology freely. This can lead to rapid advancement and broader adoption.
    • Open Innovation. Engaging external parties in solving technological challenges, including crowdsourcing solutions and using external ideas and inventions to advance a product or service.
    • Tech Incubators. These programs support early-stage start-ups by providing resources like mentorship, capital, and networking opportunities to help turn nascent technologies into viable businesses.
    • Accelerators. Accelerators are similar to incubators but focus on scaling and rapidly bringing technologies to market. These programs often have a more structured approach.
    • Joint Ventures. Companies often form joint ventures to combine resources and technologies, enabling both parties to leverage each other’s expertise.
    • Industry Collaborations. Corporations in the same industry may collaborate to develop shared technologies that benefit all parties involved.
    • Product Disassembly. Some organisations or individuals harvest technology by disassembling a competitor’s product to understand its design and function. While legally risky, this can provide insights into innovation.
    • Crowdfunding Platforms. Companies and inventors can raise funds to bring their technologies to market by directly engaging with the public. Popular platforms like Kickstarter or Indiegogo can help gauge market interest.
    • Crowdsourcing Ideas. Platforms like InnoCentive allow companies to post problems and offer rewards for solutions, enabling the harvesting of global ideas and innovations.
    • Scanning for Emerging Tech. Firms often employ technology scouts to search for new technologies that could be adopted, licensed, or acquired. This involves monitoring patent filings, academic publications, and industry trends.
    • Subsidies and Funding. Governments often provide grants and funding to develop or commercialise new technologies, particularly in fields like green energy, biotechnology, or defence.
    • Public-Private Partnerships. Governments may partner with the private sector to develop key technologies and infrastructure projects.

 

Indian Aerospace Industry and Technology Harvesting

 

The Indian aerospace industry has undergone a significant transformation in recent decades, shifting from a sector heavily reliant on imports to one that is making substantial progress in indigenous development. This evolution has been primarily driven by government initiatives, defence collaborations, foreign investments, and, most notably, technology harvesting.

 

Evolution of the Indian Aerospace Industry. The foundation of India’s aerospace industry was laid in the early 1940s with the establishment of Hindustan Aircraft Limited (now Hindustan Aeronautics Limited, HAL). Over the years, the Indian government, through organisations such as DRDO (Defence Research and Development Organisation), ISRO (Indian Space Research Organisation), and private-sector initiatives, has fostered aerospace capabilities. Despite significant progress, India still relies heavily on imported technology, particularly in critical areas such as jet engines, avionics, and stealth technology.

 

Technology Harvesting in the Indian Aerospace Industry. Technology harvesting has played a crucial role in advancing India’s aerospace capabilities. The country employs multiple strategies to acquire and integrate advanced technology, including technology transfer agreements, joint ventures, back engineering, and indigenous R&D.

 

    • Technology Transfer. India has effectively utilised offsets and technology transfer agreements in defence procurement deals as a key strategy for technology harvesting. These agreements, which mandate foreign firms to invest a portion of the contract value in India’s defence sector, have fostered local expertise and infrastructure development. For instance, the Rafale Deal with Dassault Aviation, France, involves the transfer of advanced radar, avionics, and composite material manufacturing techniques to Indian firms. Similarly, India’s partnerships with Boeing and Lockheed Martin have led to the domestic manufacturing of C-130J Super Hercules airframes and Apache attack helicopter components.
    • Joint Ventures. The Indian government has encouraged joint ventures between domestic and foreign companies to accelerate technology harvesting. These partnerships allow Indian firms to access cutting-edge aerospace technology while contributing to global supply chains. Notable joint ventures include Tata Advanced Systems and Lockheed Martin for manufacturing C-130J Super Hercules airframes in India, Adani and Elbit Systems (Israel) for UAV production under the “Make in India” initiative, and L&T and ISRO Collaboration for developing reusable launch vehicles and space technologies.
    • Indigenous Aerospace Programs and Achievements. Technology harvesting has significantly influenced India’s ability to develop indigenous aerospace programs. The success of these programs is a testament to India’s growing self-reliance in the sector.

 

Successes

 

India’s aerospace industry has made significant strides in technology development over the past few decades, particularly in indigenous aircraft production, space exploration, and defence technology. Here’s a look at its notable successes and challenges.

 

Indigenous Aircraft Development. One of the achievements is the development of the HAL Tejas, a fourth-generation multi-role light combat aircraft.  The Tejas has proven successful in designing, engineering, and integrating advanced systems, though it still faces some challenges related to production timelines and numbers.

 

Space Technology. ISRO (Indian Space Research Organisation) has shown significant technological advances, especially in satellite technology and space exploration. India’s Mars Orbiter Mission (Mangalyaan) and Chandrayaan missions to the Moon were notable successes, signalling India’s growing expertise in space missions.

 

GSLV & PSLV Rockets. India has developed reliable launch vehicles, particularly the Polar Satellite Launch Vehicle (PSLV), making India one of the leading providers of commercial satellite launches globally. The Geosynchronous Satellite Launch Vehicle (GSLV) has been crucial for launching heavier payloads, demonstrating a significant leap in India’s rocket development.

 

Missile Technology. India’s missile technology, mainly through the Agni and Prithvi series, has significantly succeeded in strategic and tactical weapons. The BrahMos, a joint venture with Russia, is among the world’s fastest cruise missiles and showcases India’s ability to partner internationally while developing cutting-edge technology.

 

Hypersonic and Space Technologies. India is making strides in hypersonic technology, a critical frontier in aerospace innovation. The Hypersonic Technology Demonstrator Vehicle (HSTDV), developed by DRDO, is a significant step toward mastering scramjet propulsion for future hypersonic missiles and aircraft.

 

Challenges.

 

Delays in Aircraft Production. While successful, the HAL Tejas program has faced significant delays. Initially expected to enter service in the late 1990s, the Tejas project has been plagued by issues related to engine integration, production delays, and insufficient numbers for the Indian Air Force (IAF).

 

Missed Opportunities in Commercial Aircraft Manufacturing. India has failed to develop a competitive indigenous commercial aircraft. The RTA-70 was initially conceived as a regional aircraft but has not progressed beyond the conceptual stages. HAL’s failure to enter the commercial aircraft market has kept India from tapping into a potentially lucrative market, especially with rising demand for air travel in Asia.

 

Reliance on Foreign Technology. While India has made strides in many defence technologies, it remains heavily dependent on foreign technology for critical components, such as aircraft engines, avionics, and radar systems. The Kaveri engine, developed for the Tejas, faced performance issues, leading to continued reliance on foreign suppliers like GE Aviation for the Tejas’ engine. Similarly, radar and electronic warfare systems are often imported.

 

Slower Transition to 5th Generation Aircraft. India’s pursuit of a fifth-generation aircraft, specifically the AMCA (Advanced Medium Combat Aircraft), has been slow. While it is an ambitious project, it faces development timelines and funding challenges. Additionally, India’s slow progress in stealth technology has led to delays compared to countries like China and Russia, which are already advancing.

 

Challenges in Commercial Space. While ISRO has achieved remarkable success in government and scientific space exploration, it has not yet fully capitalised on the commercial space sector. Although India has been a competitive player in satellite launches, it faces stiff competition from U.S. and European private companies. The growth of private space players like SpaceX has overshadowed ISRO’s commercial potential in the global space race.

 

Way Ahead

The way ahead for technology harvesting by the Indian aerospace industry lies in a multi-pronged approach, focusing on leveraging global innovations, fostering indigenous capabilities, and enhancing collaboration between government, private sector, and academia. India has historically depended on technology imports to meet the demands of its aerospace sector. Still, with growing aspirations for self-reliance, the industry is actively working on increasing its technological base. A significant step in this direction is the Indian government’s push for the “Atmanirbhar Bharat” (Self-reliant India) initiative, which encourages domestic manufacturing and innovation.

 

Key areas for technology harvesting include advanced materials, propulsion systems, avionics, and unmanned aerial vehicles (UAVs). Collaboration with global aerospace leaders and partnerships with foreign entities through joint ventures and knowledge exchange programs will enable the Indian aerospace sector to integrate cutting-edge technologies. The private sector’s growing role, exemplified by companies like Tata Advanced Systems and Reliance Aerospace, is crucial in driving innovation and attracting foreign direct investment. These companies are now working to develop advanced systems and technologies that could be exported globally. Additionally, academia and research institutions like the Indian Space Research Organisation (ISRO) and the Defence Research and Development Organisation (DRDO) play a pivotal role in fostering research and development in key areas such as avionics, artificial intelligence, and machine learning, which are rapidly transforming the aerospace sector.

 

Conclusion.

The Indian aerospace industry is on a transformative path, leveraging technology harvesting to bridge the gap between domestic capabilities and global standards. Through strategic partnerships, reverse engineering and indigenous R&D, India is steadily reducing its reliance on foreign suppliers. The success of projects like Tejas, AMCA, and hypersonic weapons development showcases India’s ability to absorb and innovate upon harvested technology. Further investments in jet engine technology, stealth aircraft, and AI-driven aerospace solutions will be key to solidifying India’s global power position. By strengthening its ecosystem through private sector participation and continued technology absorption, India is poised to achieve genuine self-reliance in aerospace and defence.

 

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Technology Harvesting by Indian Aerospace Industry: A Strategic Imperative (by Air Marshal Anil Khosla)

 

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References and credits

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Pic: Courtesy Net.

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Disclaimer:

Information and data included in the blog are for educational & non-commercial purposes only and have been carefully adapted, excerpted, or edited from reliable and accurate sources. All copyrighted material belongs to respective owners and is provided only for wider dissemination.

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