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.
Presented my Paper at the Economic Times-sponsored “Aerospace and Defence Manufacturing Summit 2025”
on 06 Aug 25.
India’s defence preparedness has undergone a transformative journey, evolving from a reliance on imports to a robust push for indigenous development under the Aatmanirbhar Bharat initiative. This transformation, driven by strategic vision and policy reforms, has been exemplified by platforms like the Tejas Light Combat Aircraft (LCA). However, achieving genuine self-reliance requires not just assembling equipment but building deep capabilities in design, systems integration, and advanced materials. This article explores India’s defence evolution, the role of indigenous platforms, and the critical building blocks, industrial strategies, collaborative ecosystems, technological leadership, and talent development needed to ensure sustained preparedness and global competitiveness.
Evolution of India’s Defence Preparedness
Post-Independence to 1990s: Heavy Import Reliance. In the decades following independence, India’s defence capabilities were heavily dependent on foreign suppliers, primarily the Soviet Union/Russia. Aircraft like the MiG-21, tanks such as the T-72, and submarines sourced from these partners ensured operational readiness. However, this reliance exposed vulnerabilities, including inconsistent supply chains for spares, limited technological autonomy, and exposure to geopolitical pressures. The lack of indigenous capabilities meant that India was often at the mercy of external suppliers, which impacted its long-term strategic flexibility.
1990s to Early 2010s: Shift to Indigenous Development. The 1990s marked a pivotal shift toward self-reliance, with investments in research and development through organisations like the Defence Research and Development Organisation (DRDO), Hindustan Aeronautics Limited (HAL), and Bharat Electronics Limited (BEL). Key programs, including the LCA Tejas, Arjun Main Battle Tank (MBT), Akash missile system, and INSAS rifle, were initiated to reduce import dependency. While these programs faced significant challenges—such as delays, cost overruns, and technological hurdles—they laid the foundation for indigenous defence manufacturing. The Tejas program, conceptualised in the 1980s, began to take shape as a symbol of India’s ambitions, despite early setbacks in development and production.
2015 Onwards: Strategic Autonomy and Aatmanirbhar Bharat. Since 2015, India’s defence strategy has aligned with the Aatmanirbhar Bharat initiative, emphasising indigenous design, development, and production. Programs like the Tejas Mk1A, Arjun Mk1A, Dhanush/ATAGS artillery, and Ballistic Missile Defence system reflect a maturing ecosystem. The government has actively promoted private sector and MSME participation, reducing import dependency from approximately 70% in the early 2000s to around 50% today. Policies such as Defence Corridors, the Strategic Partnership Model, and Positive Indigenisation Lists have incentivised local manufacturing. Additionally, the integration of emerging technologies—unmanned aerial vehicles (UAVs), artificial intelligence (AI), cyber defence, and space assets—has modernised India’s strategic doctrine to address both conventional and non-traditional threats.
Current Focus. India’s defence strategy now centers on creating an ecosystem for self-reliance, technological leadership, and rapid innovation. The focus is on building capabilities to counter evolving threats, including border tensions, cyber warfare, and space-based challenges. Indigenous platforms, such as the Tejas, coupled with policy reforms, are driving this transformation; however, gaps in production timelines, supply chain robustness, and the adoption of cutting-edge technology remain critical challenges.
Tejas and the Rise of Indigenous Platforms
The Tejas LCA, a 4.5-generation fighter, represents a cornerstone of India’s indigenous defence capabilities. Evolving from a 1980s concept to the advanced Tejas Mk1A, it incorporates cutting-edge avionics, the Uttam Active Electronically Scanned Array (AESA) radar, and modern weaponry. The Indian Air Force’s (IAF) commitment to procure 240 units underscores confidence in the platform. Tejas symbolises advancements in avionics, flight control systems, and composite materials, showcasing India’s growing expertise in aerospace engineering.
Beyond Tejas, other platforms highlight India’s progress:-
Arjun Tank. A domestically developed MBT with improved variants like the Arjun Mk1A.
Pinaka Rocket System. A multi-barrel rocket launcher enhances artillery capabilities.
Dhruv Helicopter. A versatile utility helicopter for diverse operational roles.
BrahMos and Akash Missiles. Precision strike and air defence systems with global recognition.
INS Vikrant. India’s first indigenous aircraft carrier is demonstrating naval engineering prowess.
The “Make in India” and Aatmanirbhar Bharat initiatives have bolstered these achievements by fostering local supply chains, private sector involvement, and export potential. However, challenges such as delayed production, supply chain vulnerabilities, and gaps in advanced systems integration persist, necessitating accelerated efforts to meet global standards.
Building Blocks for Deep Self-Reliance
Genuine self-reliance in defence requires more than assembling equipment; it demands mastery over design, systems integration, and advanced materials. The following building blocks are critical:-
R&D Investment. Increased funding for DRDO, the Council of Scientific and Industrial Research (CSIR), and private-sector R&D is essential for developing technologies like stealth, AI, and hypersonics. Public-private partnerships can bridge the gap between laboratory research and battlefield deployment.
Advanced Materials Expertise. India must develop domestic capabilities in composites, titanium alloys, rare earths, and electronics. Investments in material science research and industrial-scale production facilities are crucial for reducing import reliance.
Systems Integration. Expertise in integrating complex systems—such as sensors, weapons, and communication networks—is vital. Collaboration between Defence Public Sector Undertakings (DPSUs), private firms, and global Original Equipment Manufacturers (OEMs) can facilitate knowledge transfer.
IP and Design Ownership. Developing internationally recognised Indian technologies ensures design autonomy and reduces dependence on foreign intellectual property rights.
Robust Testing Infrastructure. Establishing state-of-the-art facilities for rapid validation of platforms will accelerate deployment and ensure reliability.
Innovation Ecosystem. Fostering startups and public-private partnerships in AI, avionics, and propulsion systems will drive innovation and competitiveness.
Skilled Workforce. Specialised training programs through academia-industry partnerships are essential to build a talent pool proficient in advanced defence technologies.
Policy and Vision. A long-term vision, consistent policy support, incentives, and export-oriented production are critical to sustaining self-reliance.
Scaling The Industry for Sustained Preparedness
Achieving scale in defence production involves more than numbers—it requires consistent supply chains, high-quality spares, and system-level readiness. Indian industry must take the following steps:
Robust Supply Chains. Develop tiered supplier networks with MSMEs to ensure component availability and redundancy. Localisation efforts can reduce import dependence.
Quality Assurance. Implement global-standard quality control systems, such as AS9100 certification, and establish robust audit mechanisms to ensure consistency and reliability.
Scalable Production. Invest in modular manufacturing facilities and automation to enable flexible scaling and production. Expanding production lines, such as HAL’s Tejas facility, is crucial to meeting volume demands.
Digital Integration. Adopt Industry 4.0 technologies, such as IoT, AI, and digital twins, for real-time supply chain management and predictive maintenance.
Public-Private Synergy. Encourage private players, such as Tata, L&T, and Mahindra, to co-invest with DPSUs in production infrastructure. Partnerships with the armed forces can align production with demand.
Strategic Partnerships. Form joint ventures with global leaders to facilitate technology transfer and process excellence, thereby enhancing production capabilities.
Government Support. Faster clearances, tax incentives, and long-term contracts are essential to sustain momentum. Clear targets for indigenous procurement under Make-in-India initiatives will drive accountability.
Collaborative Ecosystem for Innovation
Unlocking the innovation potential of India’s defence manufacturing sector requires a cohesive ecosystem involving DPSUs, private manufacturers, MSMEs, and startups. Key elements include:-
Collaborative Framework. Platforms like the Innovations for Defence Excellence (iDEX) should be scaled to enable co-development and co-ownership of intellectual property.
Clear Role Demarcation. DPSUs should focus on strategic systems, private players on innovation, and MSMEs on specialised components to optimise contributions.
Innovation Hubs. Defence innovation clusters near industrial and academic centers (e.g., Bengaluru, Hyderabad) can drive R&D, prototyping, and testing.
Technology Transfer. Joint ventures with global OEMs can facilitate knowledge transfer while ensuring Indian firms retain critical expertise.
Policy Support. Simplified procurement processes, timely payments to MSMEs, and tax incentives for R&D will encourage participation. Defence corridors can streamline production.
Knowledge and Data Sharing. Secure platforms for sharing design and production data will enhance integration and collaboration, ultimately improving the overall workflow. Regular workshops and technology meets can foster collaboration.
Shared Infrastructure. Access to shared testing, certification, and validation facilities will reduce duplication and expedite time-to-market.
Open Innovation. Funding and mentoring startups and academia through open innovation challenges will drive breakthroughs.
Trust and Transparency. Transparent procurement policies and predictable orders will encourage private sector investment and risk-taking.
Leading in Cutting-Edge Technologies
To remain future-ready, India must transition from adopting technologies to leading their development. This is particularly critical in aerospace and defence, where disruptive technologies such as AI, unmanned systems, hypersonics, quantum computing, and directed-energy weapons are reshaping warfare. Key strategies include:-
Leadership in Disruptive Technologies. Prioritise R&D in next-generation technologies and integrate them into programs like the Advanced Medium Combat Aircraft (AMCA).
Indigenous Capability Development. Develop standards and patents in semiconductors, encrypted communications, and radar for technological sovereignty.
Global Partnerships. Collaborate with allies like the US, Israel, and France for co-development while retaining IP rights.
Agile Procurement and Doctrine. Reform procurement to rapidly adopt emerging technologies, drawing inspiration from global models like DARPA. Adaptable doctrines will align with technological advancements.
Future-Proof Infrastructure. Develop testing and simulation facilities for emerging domains, such as space and cyber warfare.
Support for Deep-Tech Startups. Promote dual-use and export-oriented technologies through funding and mentorship.
Talent Retention. Attract and retain talent with competitive incentives and global exposure.
Continuous Feedback Loop. Close collaboration between defence forces and industry will ensure technological responses align with operational needs.
Strategic Foresight. Proactive investment and policy agility will position India as a technology leader by 2035.
Building a Robust Talent Pipeline
A strong defence system requires skilled professionals—from aerospace engineers to machinists and systems designers. Building a robust talent pipeline involves:-
Curriculum Alignment. Universities, such as IITs and NITs, should offer specialised programs in aerospace, materials science, and emerging technologies, aligned with industry needs through partnerships with DRDO, HAL, and private firms.
Practical Training. Industry-led internships, apprenticeships, and on-the-job training in MSMEs and startups will bridge the gap between theory and practice, providing a valuable connection between academic knowledge and real-world applications.
Centres of Excellence. Academia-industry-government collaboration can establish defence-focused research and skills development centres to drive innovation and talent development.
Dedicated Skilling Institutes. Training centers under ITIs and the National Skill Development Corporation (NSDC) should focus on advanced manufacturing, CNC machining, 3D printing, and avionics.
Faculty and Trainer Upskilling. Regular programs will ensure educators stay updated with industry advancements.
Industry-Led Initiatives. Private firms and DPSUs should fund university research chairs and provide hands-on training to foster practical expertise.
Government Support. Scholarships, STEM programs, and grants will incentivise collaboration. A national mission to train 100,000 defence professionals by 2030 can drive scale.
Global Exposure. Exchange programs with leading international defence institutes will upskill talent.
Reskilling Workforce. Programs in advanced manufacturing, AI, and cybersecurity will keep the existing workforce relevant and up-to-date.
Tripartite Collaboration. A coordinated framework of academia, industry, and government will ensure a steady supply of world-class talent.
Conclusion
India’s defence preparedness has evolved significantly, from dependence on imports to a robust push for self-reliance, exemplified by platforms like the Tejas. Achieving genuine self-reliance requires deep capabilities in design, systems integration, and advanced materials, supported by scalable production, collaborative ecosystems, and technological leadership. A robust talent pipeline, driven by synergy among academia, industry, and government, is critical to sustaining this momentum. By addressing challenges in production timelines, supply chain robustness, and technology adoption, India can not only meet its defence needs but also emerge as a global leader in defence innovation by 2035.
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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.
References:-
Bitzinger, R. A. (2020). India’s Defence Industrial Base: Opportunities and Challenges. Rajaratnam School of International Studies.
DRDO. (2023). Annual Report 2022-23. Defence Research and Development Organisation, Ministry of Defence, Government of India.
Government of India. (2020). Aatmanirbhar Bharat: Self-Reliant India Mission. Ministry of Defence, Government of India.
Hindustan Aeronautics Limited. (2024). Tejas Light Combat Aircraft: Technical Specifications and Development Timeline. HAL Official Website.
Ministry of Defence. (2022). Defence Production and Export Promotion Policy (DPEPP) 2020. Government of India.
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Stockholm International Peace Research Institute (SIPRI). (2024). Trends in Global Arms Transfers, 2023. SIPRI Database.
My Article published on the EurasianTimes website on 01 Jun 25.
India’s quest for self-reliance in defence technology has reached a pivotal milestone with the approval of the Advanced Medium Combat Aircraft (AMCA) Programme Execution Model on May 26, 2025. This model, greenlit by Defence Minister Rajnath Singh, introduces a collaborative and competitive framework to accelerate the development of India’s first indigenous fifth-generation stealth fighter jet. Designed by the Aeronautical Development Agency (ADA) under the Ministry of Defence, the AMCA is a 25-tonne, twin-engine, multirole stealth aircraft intended to bolster the Indian airpower capabilities by 2035. The new execution model emphasises private sector involvement, international collaboration, and a competitive bidding process, significantly departing from traditional defence procurement practices.
Advanced Medium Combat Aircraft. AMCA is India’s fifth-generation stealth fighter jet program, developed by the Aeronautical Development Agency (ADA) under the Defence Research and Development Organisation (DRDO). Designed as a multirole, twin-engine aircraft, the AMCA aims to replace ageing fleets such as the SEPECAT Jaguar and Mirage 2000, while complementing the Rafale and future Tejas Mk2 in the Indian Air Force (IAF). The 25-tonne, twin-engine AMCA features stealth shaping, internal weapons bays, and advanced sensor fusion. It is intended to excel in air superiority, deep strike, and electronic warfare missions. It will have an advanced avionics suite, Indigenous AESA radar, and potentially AI-based mission systems. The aircraft is envisioned in two phases: Mark 1 with current-generation technologies and imported engines, and Mark 2 incorporating Indigenous sixth-generation features and an Indian powerplant. The AMCA is strategically significant as it will enhance India’s air combat capabilities and reduce reliance on foreign platforms.
Strategic Significance of AMCA. The AMCA is not just a defence project but a strategic lever and India’s entry ticket into the elite club of fifth-generation fighter operators. The AMCA program is critical to countering regional threats, particularly from China and Pakistan. China’s deployment of J-20 and J-35 stealth fighters, with plans to supply 40 J-35s to Pakistan, underscores the urgency of AMCA’s development. The IAF’s modernisation drive, aiming for 42 squadrons by 2035, relies on the AMCA to maintain a technological edge. The collaborative model’s success could position India among the elite nations with fifth-generation fighters, alongside the US, China, and Russia.
Historical Progress: Bottlenecks. The AMCA program was conceived in the early 2010s as a follow-on to the Light Combat Aircraft (LCA) Tejas. However, despite its strategic importance, progress was tepid due to multiple challenges. Initial timelines projected a first flight by 2020 and production by 2025, but these slipped to 2028 and 2038-39 due to funding constraints and bureaucratic delays. The program’s preliminary design phase began in 2015, with CCS approval only in 2024. The Tejas program’s prolonged development (from the 1980s to the late 2010s) is a cautionary tale, highlighting systemic issues in India’s defence ecosystem. The program lacked an empowered governance structure, slow decision-making, and HAL’s overburdened capacity. The absence of an indigenous high-thrust engine has been a persistent hurdle for the program; the Kaveri engine program’s inability to meet requirements forced reliance on foreign engines, delaying self-reliance. India lacked expertise in advanced technologies and high-thrust engines, necessitating foreign collaboration. The withdrawal from the Indo-Russian FGFA project in 2018 due to disagreements over technology transfer forced a fully indigenous approach, increasing technical risks. The new execution model addresses many of these issues by decentralising authority, attracting capital, and professionalising development.
Boosting the AMCA Program
Collaborative Execution Model. Announced on May 26, 2025, the AMCA Programme Execution Model introduces a public-private partnership (PPP) framework, moving away from the traditional reliance on Hindustan Aeronautics Limited (HAL) as the sole manufacturer. The new model proposes a Special Purpose Vehicle (SPV)-based framework, with a private sector partner who will work alongside the Aeronautical Development Agency (ADA), Hindustan Aeronautics Limited (HAL), and the Indian Air Force (IAF). Under this model, the ADA will issue an Expression of Interest (EoI) to public and private entities, allowing them to bid independently or as consortia. The model offers flexibility to include global OEMs as technology partners or equity stakeholders in the SPV. This shift signifies a bold experiment breaking free from India’s traditionally state-dominated defence production ecosystem. It promises to enhance project accountability, bring commercial rigour to execution, and facilitate foreign direct investment and technology infusion. The competitive approach aims to streamline development, reduce costs, and integrate cutting-edge technologies. One of the most progressive steps is to move from a nomination-based to a competitive merit-based selection model. The collaborative model is expected to provide several key benefits to the AMCA program.
Encouraging Efficiency and Speed. By involving private sector firms alongside HAL, the model diversifies the production base, reducing bottlenecks associated with a single manufacturer. Private companies would bring agility, innovation, and financial muscle, which can accelerate manufacturing and delivery timelines. The Ministry of Defence (MoD) has emphasised reducing timelines. Firms will be incentivised to optimise costs and timelines to win bids, reducing the bureaucratic delays that plagued earlier phases of the AMCA program. The Combined Quality Cum Cost Based System (CQCCBS) model will evaluate bids based on technical and financial merits, ensuring high-quality outcomes.
Technology Integration. Including private firms would enable access to advanced manufacturing techniques and expertise in composites, avionics, and AI. The collaboration is expected to enhance the AMCA’s technological edge, aligning it with global fifth-generation standards.
Economic and Industrial Growth. The model would foster a robust domestic aerospace ecosystem, generating employment and technological advancements. By distributing work packages among private firms, the program stimulates investment in infrastructure and skilled workforce development, aligning with India’s “Atmanirbhar Bharat” vision for self-reliance.
Risk Mitigation. The collaborative approach spreads financial and technical risks across multiple stakeholders, reducing the burden on HAL and the government. This is particularly crucial given the program’s history of delays and funding shortages.
Technological Challenges
However, challenges remain. Establishing fighter jet manufacturing facilities requires significant investment, and private firms may face hurdles in acquiring land, infrastructure, and skilled labour. Scepticism persists about their ability to match HAL’s experience, which could lead to initial teething issues. The AMCA’s development involves overcoming significant technological hurdles, particularly in stealth and engine capabilities.
Stealth Technology. Achieving a low radar cross-section (RCS) is critical for the AMCA’s fifth-generation credentials. The AMCA incorporates a twin-tail layout, platform edge alignment, and diverterless supersonic inlet (DSI) with serpentine ducts to conceal engine fan blades. However, refining radar deflection capabilities is essential. India is developing RAM to reduce RCS, with IIT Kanpur’s Anālakṣhya Meta-material Surface Cloaking System (MSCS) enhancing stealth against Synthetic Aperture Radar (SAR). Scaling this technology for industrial production remains a challenge. Stealth design compromises aerodynamics, reducing manoeuvrability. Balancing these aspects requires advanced computational modelling and wind-tunnel testing.
Engine Capabilities. The AMCA’s supercruise and thrust vectoring requirements demand a high-thrust engine, posing significant challenges. India’s lack of indigenous jet engine technology remains a bottleneck. Achieving sustained supersonic flight without afterburners and enabling thrust vectoring for enhanced manoeuvrability requires advanced engine designs. Integrating these systems into the AMCA’s airframe is technically demanding. The Kaveri engine project highlighted the gaps in materials science and manufacturing precision, necessitating foreign expertise.
International Collaboration
The AMCA program’s success hinges on robust private sector and international partners participation. Opening the doors to foreign OEMs and global collaboration is a key differentiator of the new model. Foreign OEMs from Russia, France, the UK, and the US are expected to play a crucial role, particularly in addressing technological gaps. Several roles are envisioned for global partners.
Collaborations ensure technology transfer, critical for building India’s aerospace capabilities. Technology transfer is expected, particularly for stealth shaping, radar-absorbing materials (RAM), advanced avionics, and sensors. Foreign partners can provide expertise in radar-absorbing materials, low-observable designs, and AESA radar systems. The US, with its F-35 program, and Russia, with the Su-57, offer valuable insights, though India’s withdrawal from the Indo-Russian FGFA project in 2018 underscores its focus on indigenous control.
India lacks an indigenous jet engine for the project. The AMCA Mk-1 will use GE Aerospace F414 engines (98 kN), while the Mk-2 requires a 110-120 kN engine. France’s Safran is in advanced talks for co-development, leveraging offset obligations from the Rafale deal. Rolls-Royce has offered to co-design and co-develop, allowing India to retain IP rights. Russia’s expertise in thrust vectoring and the US’s advanced engine technologies are also under consideration. Collaboration with GE (U.S.), Safran (France), or Rolls-Royce (UK) is vital.
Implications for HAL: From Monopoly to Competition
HAL, long seen as India’s defence aviation behemoth, now faces a significant paradigm shift. While HAL will remain a stakeholder in the AMCA program, it will no longer enjoy uncontested leadership. Its role is expected to evolve from sole integrator to collaborator, contributing expertise in production, system integration, and testing infrastructure. This transformation could prove beneficial if HAL adapts proactively. However, the threat of being sidelined if it fails to remain competitive could motivate internal reforms, increase efficiency, and push HAL toward greater innovation and collaboration. Including foreign OEMs and private firms in the AMCA program will have profound implications for HAL.
Shift from Monopoly to Competition. HAL’s role as the default manufacturer is no longer guaranteed. It must now bid alongside private giants, which could challenge its dominance but also push it to improve efficiency and innovation.
Technology Transfer Opportunities. Collaboration with foreign OEMs like Safran (France) and Rolls-Royce (UK) for engine development offers HAL access to advanced technologies. However, HAL must navigate intellectual property (IP) agreements to ensure India retains significant control.
Capacity Constraints. HAL’s current workload strains its resources, including 180 Tejas Mk-1A aircraft and four Tejas Mk-2 prototypes. The competitive model would allow HAL to focus on core competencies like final assembly while outsourcing subassemblies to private firms, potentially alleviating pressure.
Challenges Ahead
While the execution model marks a shift, several hurdles remain.
SPV Selection & Governance. Choosing the right private partner with financial depth, technical competence, and political neutrality is critical.
IP Ownership. Managing intellectual property rights, especially with foreign OEMs, will require legal finesse.
Funding Certainty. The AMCA requires an estimated ₹15,000–20,000 crore for development. Ensuring uninterrupted funding from all stakeholders will be vital.
Workforce & Skill Gaps. India’s aerospace talent pool must scale up to meet the design, integration, and production demands.
Export Potential. Safeguards and foreign collaboration agreements should not hinder India from exporting the platform to friendly nations.
Conclusion
The announcement of a collaborative execution model for AMCA on 26 May 2025 could be the inflexion point the program needed. The model addresses historical delays and technological gaps by fostering competition, involving private firms, and leveraging international expertise. While HAL’s role remains pivotal, shifting toward a diversified production base could redefine India’s defence manufacturing landscape. For a nation striving for strategic autonomy, technological self-reliance, and regional superiority, the success of the AMCA is non-negotiable. However, its execution depends on how well India can manage the complex dynamics of competition, collaboration, and capability development. If the SPV model succeeds, it could become the blueprint for all future high-tech defence platforms in India—from UAVs to next-gen submarines.
Please Add Value to the write-up with your views on the subject.
For regular updates, please register your email here:-
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.
References:-
Ministry of Defence, Government of India. Press Release: “Collaborative Execution Model for AMCA Programme Announced”, 26 May 2025.
Aeronautical Development Agency (ADA). Overview of the Advanced Medium Combat Aircraft (AMCA) Programme.
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Joshi, Manoj. “India’s Quest for Strategic Autonomy through Defence Indigenisation.” Centre for Policy Research, 2023.
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Singh, Abhijit Iyer-Mitra. “Fifth-Generation Fighter Development: Why India Needs to Rethink.” VIF Brief, Vivekananda International Foundation, 2023.
