SOURCE: AFI
Amid persistent delays in India’s indigenous fighter jet programs, voices within the defense community are advocating for a paradigm shift in how these programs are managed. The proposal gaining momentum is to place the Indian Air Force (IAF) in charge of all fighter jet development initiatives, moving authority away from bureaucratic control. Proponents argue that the IAF’s active involvement as project managers, rather than mere end-users, could significantly streamline processes and accelerate timelines.
Programs like the Tejas Mk2 and the Advanced Medium Combat Aircraft (AMCA) have faced numerous setbacks, attributed to bureaucratic red tape, funding issues, and supply chain disruptions. Currently, these projects are spearheaded by civilian agencies like the Aeronautical Development Agency (ADA) and Hindustan Aeronautics Limited (HAL), with oversight from the Ministry of Defence (MoD). This has led to a disconnect between the operational needs of the IAF and the development timelines.
The IAF, being the end-user, understands the urgency and specific requirements for combat readiness far better than bureaucratic entities. Direct involvement could ensure that projects align more closely with actual battlefield needs and timelines. By taking charge, the IAF could implement more effective project management practices. This would include setting firm deadlines, ensuring accountability, and addressing supply chain or managerial issues with the speed and decisiveness that military operations demand. Countries like the United States and France, where the military often plays a pivotal role in managing their aircraft development programs, have shown that this approach can lead to more efficient, targeted, and successful outcomes. The F-35 and Rafale programs are testaments to this model.
With the IAF at the helm, supply chain bottlenecks or design flaws could be addressed swiftly. The military’s direct involvement would cut through layers of bureaucratic approval that often slow down decision-making processes. When the IAF manages these projects, there would be a clearer line of responsibility, fostering a culture of accountability where project milestones are treated with the same rigor as operational missions.
Moving from a customer to a manager role would require the IAF to develop or enhance its project management capabilities, possibly necessitating training or hiring expertise. The IAF would need to navigate or restructure its relationship with existing bodies like ADA and HAL, ensuring that the transition does not lead to further delays or turf wars. This shift might require reallocating resources, both in terms of manpower and funding, from operational duties to project oversight, which could have implications for the IAF’s combat readiness.
As India faces evolving security challenges, the ability to deploy indigenous fighter jets efficiently is not just a matter of pride but a strategic necessity. A collaborative and military-driven approach to project management may be the key to unlocking the full potential of India’s aerospace capabilities.