self reliance – Air Marshal's Perspective

February 19, 2025

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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Link to the article on the website:-

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

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References and credits

To all the online sites and channels.

Pic: Courtesy Net.

References:-

“India’s Aerospace Industry: The Path Forward” (2021), by Aerospace and Defence Manufacturing Association of India (ADMA).

“Atmanirbhar Bharat and the Indian Aerospace Industry” (2020), Ministry of Defence, Government of India.

“The Indian Space Programme: An Overview” (2018), Indian Space Research Organisation (ISRO).

Subramanian, K., & Iyer, R. (2022). “Technological Developments in India’s Aerospace and Defence Sector: Opportunities and Challenges.” International Journal of Aerospace Engineering, 35(4), 567-589.

Sharma, S., & Dinesh, P. (2021). “The Role of Private Sector in Advancing Aerospace Technologies in India.” Asian Journal of Aerospace Technology, 27(2), 123-139.

Aggarwal, M., & Kumar, A. (2020). “Defence Technology Development in India: The Next Frontier in Aerospace.” Journal of Defence Technology, 8(3), 220-233.

“National Aerospace and Defence Policy Framework” (2019), Government of India.

“Make in India: Aerospace and Defence” (2017), Department of Defence Production, Ministry of Defence, Government of India.

“Aerospace & Defence Industry in India: An Overview” (2021), KPMG India.
“Global Aerospace Outlook 2020” (2020), PwC India.

“Indian Aerospace Industry: Key Trends and Future Potential” (2022), Ernst & Young India.

“India’s Aerospace and Defence Sector is Taking Off” (2022), Economic Times.

“How India’s Aircraft Manufacturers are Making Their Mark” (2021), The Hindustan Times.

“Private Players Taking the Lead in India’s Aerospace Growth” (2020), Business Standard.

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.

January 11, 2025

579: INDIA’S JOURNEY IN FIGHTER AIRCRAFT DESIGN & MANUFACTURE: CHALLENGES AND SUCCESSES

Pic Courtesy Net

My Article published on the Chanakya Forum Website on 10 Jan 25

India’s fighter aircraft production journey reflects a blend of significant achievements and persistent challenges. The licensed production of platforms like the Mig-21, Sukhoi Su-30MKI and SEPECAT Jaguar has strengthened the Indian Air Force (IAF) while providing invaluable experience in manufacturing and technology integration. Significant success includes the past development of the Indigenous HF-24 Marut and the recent Tejas aircraft with state-of-the-art avionics, composite materials, and a delta-wing design. Tejas has become a symbol of India’s aerospace ambitions. Additionally, the Advanced Medium Combat Aircraft (AMCA) project, aimed at producing a fifth-generation stealth fighter, underscores India’s aspirations to join global defence leaders. However, India’s fighter production has faced notable failures. Early efforts, such as the HF-24 Marut, were limited by underpowered engines and technological constraints. Delays in indigenous projects like Tejas Mk2 and AMCA and dependency on imported engines and critical systems have hampered timelines. Additionally, quality control and production scalability remain areas of concern. Despite these challenges, initiatives like “Make in India”, a government initiative to encourage manufacturing in India, and increased private sector participation foster a robust defence manufacturing ecosystem. By addressing these issues, India has the potential to emerge as a global player in fighter aircraft production and exports.

Journey So Far

India’s journey in fighter aircraft production, spanning several decades, began in the post-independence era. The timeline of this journey is marked by key milestones, from the initial reliance on imports to the transition towards licensed production and indigenous development. Below is a chronological overview of India’s significant achievements and persistent challenges in fighter aircraft production:-

In the 1950s, India’s first steps in aircraft production were through licensed manufacturing agreements with foreign companies. The De Havilland Vampire, a British jet fighter, was the first jet aircraft inducted into the Indian Air Force (IAF). Hindustan Aeronautics Limited (HAL) assembled the Vampire under license, marking India’s entry into jet aircraft production. In addition, HAL produced the Hawker Hunter under the UK’s license. The Hunter served as a versatile fighter-bomber during the 1965 and 1971 wars. HAL also produced Folland Gnat under license. Gnat was known as the “Sabre Slayer” for its success against the Pakistani Air Force in 1965. India later developed an improved version called Ajeet in the 1970s.

During the 1970s–1980s, India began exploring indigenous fighter aircraft development while continuing licensed production. The HF-24 Marut was India’s first indigenously developed jet fighter. Although it had limited operational success due to underpowered engines, it was a milestone in India’s aerospace development. During the same period, India entered into a series of agreements with the Soviet Union to produce MiG-21 fighters under license. HAL manufactured over 600 MiG-21 aircraft, which became the backbone of the IAF for decades. These projects helped HAL acquire critical knowledge in jet manufacturing.

In the 1990s, India procured the Anglo-French SEPECAT Jaguar for deep strike roles and began producing it under license at HAL. This period saw India modernise its air force with more advanced fighters. The Mirage 2000, a French multirole fighter, was inducted to address India’s capability gaps. While HAL did not produce this aircraft, it supported its maintenance and upgrades. India signed a deal with Russia for the licensed production of the Su-30MKI, a highly advanced multirole fighter. HAL has produced over 270 Su-30MKIs, which remain a critical component of the IAF.

In the last two decades, India’s focus has shifted towards indigenous fighter aircraft production, particularly with the Light Combat Aircraft (LCA) program. Designed by the Aeronautical Development Agency (ADA) and produced by HAL, the Tejas program marks a significant milestone in India’s return to indigenous fighter development. Despite delays, the Tejas program eventually achieved operational clearance, with the Mk1 variant in service and Mk1A and Mk2 under development. Work is underway to develop Advanced Medium Combat Aircraft (AMCA), a fifth-generation fighter under development by DRDO and HAL, aiming to equip the IAF with stealth capabilities.

Leapfrog Strategy

India’s leapfrog strategy for fighter aircraft development and production is a strategic imperative, aiming to bypass incremental progress and achieve advanced capabilities in a shorter timeframe. It focuses on cutting-edge technologies rather than following a linear development path. The need for strategic autonomy and rapid modernisation of the Indian Air Force drives this approach. India’s leapfrog strategy has shown promise but faces mixed results. The strategy tries to leverage foreign collaboration for critical technologies, private sector involvement, and government initiatives like “Make in India.” On the one hand, developing advanced platforms like the HAL Tejas demonstrates progress. Despite initial delays, the Tejas program has evolved into a modern, capable aircraft. However, challenges persist, raising questions about its effectiveness. Persistent project delays, reliance on imported engines and key technologies, and research and development capabilities gaps have hindered progress. Furthermore, scaling up production to meet the Indian Air Force’s demands remains challenging. The approach’s success depends on addressing these systemic issues, accelerating timelines, and building a stronger domestic defence ecosystem. It’s a work in progress with tangible but incomplete results.

Development and Production Ecosystem

India’s fighter aircraft development and production ecosystem is a collaborative effort, combining users, public and private sector research and development and manufacturing agencies, and government-led initiatives to achieve self-reliance and reduce import dependency. Hindustan Aeronautics Limited (HAL) and the Defence Research and Development Organisation (DRDO) are at the forefront of this ecosystem, driving R&D and production. However, the private sector, with companies like Tata Advanced Systems, Larsen & Toubro, and Adani Defence, is increasingly pivotal in manufacturing components, subsystems, and assemblies. Government initiatives such as “Make in India” and establishing defence industrial corridors in Tamil Nadu and Uttar Pradesh have further bolstered the ecosystem by encouraging innovation, attracting foreign investment, and creating a favourable environment for defence manufacturing. These corridors are designed to streamline production and reduce costs, making India a competitive global player. Despite these advancements, challenges remain. Nonetheless, the ecosystem is evolving steadily with sustained policy support, greater private sector involvement, and a focus on innovation.

Challenges

Fighter aircraft production in India faces technical, financial, operational, and policy challenges. Addressing these challenges is crucial to achieving self-reliance in defence manufacturing.

Designing and producing 5th-generation fighters involves cutting-edge technology in stealth, advanced materials, and electronics, where India is still catching up. Critical technologies are primarily imported. India’s indigenous engine development program, such as the Kaveri engine, has faced setbacks, forcing reliance on foreign engines like the General Electric F404 and F414 for the Tejas. A significant portion of critical components, including avionics, engines, and weapons systems, are imported, which increases costs and reduces self-reliance. Dependence on foreign suppliers creates vulnerabilities in geopolitical tensions, as witnessed by delays in acquiring components during global conflicts or supply chain disruptions.

The aerospace industry ecosystem in India, including tier-2 and tier-3 suppliers, is underdeveloped compared to global standards. There are limited domestic facilities for high-end research, testing, and simulation. HAL dominates military aircraft production, leaving limited scope for private sector participation, which could otherwise bring efficiency, innovation, and competition.

Programs like the Light Combat Aircraft (LCA) Tejas have taken decades to move from concept to operational deployment, leading to the obsolescence of certain features. Delays often lead to significant cost overruns, which put additional pressure on defence budgets and make indigenous programs less competitive than foreign options. Excessive bureaucracy usually slows down India’s defence procurement and manufacturing processes, causing delays in decision-making and execution. Fighter aircraft production requires massive investments in R&D, infrastructure, and production lines, straining defence budgets. Adequate budget needs to be allocated for these.

Designing and manufacturing advanced fighter jets require highly specialised skills, which are still developing in India. Many skilled engineers and scientists prefer opportunities abroad due to better resources and working conditions. Issues with consistency and quality control in manufacturing have occasionally plagued indigenous projects. Indigenous aircraft often face concerns regarding reliability and maintenance, which can impact their adoption by the armed forces and export potential.

Competing in the international market is challenging, as buyers often prefer aircraft from established manufacturers with long track records. Indian indigenous fighters compete against proven and readily available foreign options, which usually have superior capabilities. Due to intense competition, foreign collaborators often hesitate to share cutting-edge technologies, limiting the depth of technology transfer agreements. India’s defence offset policy, aimed at boosting domestic production through foreign collaborations, has seen mixed success.

Way Ahead

India has made significant strides in indigenous fighter aircraft production but faces challenges in achieving global competitiveness and self-reliance. The future of fighter aircraft production in India lies in addressing these challenges with a focused, multi-pronged strategy.

Leverage lessons learned from the Tejas program to avoid delays and cost overruns. Support and prioritise the Advanced Medium Combat Aircraft (AMCA) program, ensuring adequate funding, streamlined processes, and timely execution. Focus on Core Technologies. Accelerate the development of indigenous critical technologies like jet engines (e.g., Kaveri engine), AESA radars, stealth coatings, and advanced avionics.

Build a Robust Defence Manufacturing Ecosystem. Strengthen Indigenous R&D and technology development. Encourage tier-2 and tier-3 suppliers to build capabilities in aerospace components, materials, and electronics to develop reliable supply chains. Provide financial incentives and technical support to MSMEs involved in defence manufacturing. Promote private sector participation. Encourage private players to take on larger roles in aircraft production, from components to complete systems. Establish dedicated aerospace clusters in states to promote innovation and manufacturing at scale.

Enhancing Policy Frameworks and Governance. Simplify bureaucratic procedures to streamline the approval process for defence projects, ensuring faster approvals and reduced project timelines. Revise offset Policies to maximise technology transfer and industrial participation from foreign firms.

Collaborate with global aerospace firms to gain access to advanced research while ensuring knowledge transfer. Expand international collaborations and technology partnerships by pursuing joint development programs with global defence manufacturers, ensuring equitable technology and intellectual property sharing. Collaborate with friendly nations to co-develop fighter platforms suited to their requirements, such as light combat aircraft for smaller countries.

Provide diplomatic and financial support for promoting Indian fighter aircraft to foreign buyers, particularly in Asia, Africa, and South America. Ensure Indian platforms meet international quality and reliability standards to boost global confidence.

Leverage emerging technologies like AI and machine learning. Integrate AI for autonomous systems, combat decision-making, and predictive maintenance in fighter aircraft. Invest in hypersonic platforms to prepare for next-generation warfare. Adopt advanced manufacturing techniques like 3D printing and digital twins to reduce costs and improve precision.

Collaborate with academic institutions to create specialised programs in aerospace engineering and design. Establish dedicated training centers for skill development in aircraft production. Offer competitive incentives and research opportunities to prevent brain drain to other countries.

Establish a unified long-term vision for the users and defence manufacturing sectors to align production capabilities with future requirements. Ensure the production ecosystem is scalable to meet both domestic and export demands. Strengthen indigenous MRO facilities to reduce dependence on foreign firms to service advanced platforms.

Conclusion

India’s fighter aircraft production is at a critical juncture, with opportunities to emerge as a global aerospace hub. The way forward requires a balanced approach, combining indigenous innovation with strategic international collaborations. By fostering a strong industrial base, streamlining policies, and embracing emerging technologies, India can achieve its vision of self-reliance while contributing significantly to global defence markets.

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INDIA’S JOURNEY IN FIGHTER AIRCRAFT DESIGN & MANUFACTURE: CHALLENGES AND SUCCESSES

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References and credits

To all the online sites and channels.

References:-

“HAL and India’s Aerospace Journey” – HAL Publication. Documents HAL’s contributions to fighter aircraft production, including licensed and indigenous projects.

Stephen P. Cohen and Sunil Dasgupta, “Arming without Aiming: India’s Military Modernisation”. Discusses India’s strategic approach to defence modernisation and its implications for Indigenous aircraft development.

“Leapfrogging to Fifth-Generation Fighters: India’s AMCA Project”, Defence and Technology Review. Explains India’s leapfrog strategy in developing fifth-generation fighter aircraft.

“Building India’s Aerospace Ecosystem”, Brookings India. It focuses on the opportunities and challenges of creating a self-reliant aerospace industry.

Laxman Kumar Behera, “India’s Defence Industrial Base: The Role of Defence PSUs and Private Sector”. Explores the role of state-owned enterprises like HAL and private industry in defence manufacturing. Highlights challenges in India’s defence production ecosystem.

“Private Sector Participation in India’s Defence Production”, Vivekananda International Foundation. Explores the growing role of private companies in defence manufacturing.

“India’s Defence Industrial Corridors: A Game-Changer?” The Hindu. Evaluate the impact of Tamil Nadu and Uttar Pradesh defence corridors on production capabilities.

“Make in India: Defence Manufacturing Sector”, Government of India. Overview of policies promoting Indigenous fighter aircraft production and other defence systems.

Kanti Bajpai, Harsh Pant, “India’s Defence and Security: Challenges and Strategies”. Provides insights into India’s defence production strategies, including fighter aircraft, and evaluates systemic challenges.

“Challenges in India’s Fighter Aircraft Development”, LiveMint. Discusses delays, quality control issues, and reliance on imports.

“Collaborations in Defence Manufacturing”, FICCI defence and Aerospace Division. Industry perspective on joint ventures and foreign collaborations in fighter aircraft development.

“Technology Transfers in Defence: A Case Study of India’s Fighter Jet Programs”, Stockholm International Peace Research Institute (SIPRI). Examines India’s reliance on foreign technology and the scope for indigenisation.

“India’s Fighter Jet Ambitions: Lessons from Global Aerospace,” RAND Corporation. Compares India’s efforts with global benchmarks, offering insights into overcoming systemic challenges.

“India’s Defense Industrial Complex: Time for Reform”, Observer Research Foundation. Analyses India’s defence manufacturing ecosystem and recommendations for improvement.

Disclaimer:

August 9, 2024September 30, 2024

499: TEJAS: DELAYED DREAMS CAN BECOME NIGHTMARES

MISSED – First delivery of TEJAS MK 1A was scheduled for 31 Mar 2024. HAL Postponed the delivery to Aug 2024.

Contract for 83 TEJAS MK1A aircraft (48,000Crore) was signed on 01 Feb 21, with commencement of delivery in 3 years.

The first sortie itself was flown on 28 Mar 24, followed by time-consuming process of snag rectifications and certification. HAL is still optimistic about meeting the delivery deadline of 83 aircraft.

Non availability of F414 GE engines and supply chain disruptions due to Russia-Ukraine and Israel-HAMAS wars adds to the woes. In Jun 2023, HAL signed a contract with GE for production of 99 F414 engines with 80% TOT in eleven critical areas. Delay is also likely in supply of AESA radars from Israel.

LCA project as replacement for Mig-21 aircraft is four decades old. So Far IAF has inducted 40 aircraft (20 in IOC and 20 in FOC configuration). Delivery of 6 trainer aircraft is pending.

MK1A version was not planned earlier. In 2015, it was envisaged as an interim version with 40 odd improvements over MK1, before MK2 version with structural changes could be developed. These improvements included, AESA radar, BVR capability, Aerial refuelling, better avionics, better EW suite and improved maintainability.

In Apr 24, MoD has issued a tender for 97 more Mk1A aircraft (40+83+97). This is to be followed by induction of MK2 (2028) and AMCA aircraft. HAL also has plans to boost its production capability from 1 line (8ac/year) to three lines (24ac/year).

Pakistan has already inducted JF17C Block 3 aircraft. It is also likely to inducted Chinese 5th generation aircraft.

China is already operating indigenously developed and produced 5th generation aircraft (J-20 and J-31). It is developing a 6th generation aircraft (by 2035).

IAF has always supported Atmanirbharta. However, its drawdown of fighter aircraft strength (30 odd sqns) is cause of serious concern. While supporting self-reliance the minimum deterrence value needs to be maintained, with a balance between the quantity and quality of platforms and weapons.

Keeping the threat perception in mind there is an urgent need to procure quality fighter aircraft. While case for 114 MRFA case is in the process, immediate procurement of two squadrons of Rafael is recommended (aircraft is already in operation with IAF). The further procurement plan could be reviewed depending upon the progress of indigenous projects.

The media is abuzz with discussions on the subject.

Link to Panel discussion with Shiv Aroor:-