SOURCE: AFI
India’s indigenous fighter jet programs, such as the Tejas MkII and the Advanced Medium Combat Aircraft (AMCA), hold the promise of transforming the Indian Air Force (IAF) into a self-reliant, modern force. However, these projects, currently spearheaded by civilian agencies like the Aeronautical Development Agency (ADA), Hindustan Aeronautics Limited (HAL), and overseen by the Ministry of Defence (MoD), have faced significant delays and bottlenecks. As a result, the IAF has often found itself as a mere customer of the programs, without adequate control over timelines or specifications.
To overcome these challenges, a strong case can be made for the IAF to take direct ownership of these critical fighter jet programs. This approach could ensure timely deliveries, streamlined development, and greater alignment with operational requirements.
The Tejas MkII and AMCA programs have faced delays due to bureaucratic red tape, insufficient accountability, and an overreliance on civilian project management. In contrast, when a user-driven entity like the IAF takes charge, it brings a sense of urgency and operational focus to the program. The IAF’s direct involvement in managing these projects could help establish firm deadlines, implement robust project monitoring mechanisms, and mitigate risks of delays.
Countries with advanced military aviation programs, such as the United States and France, showcase the importance of having armed forces actively lead aircraft development initiatives. Programs like the F-35 Lightning II and Rafale have benefited from continuous user feedback and oversight, keeping development aligned with real-world requirements and timelines.
Civilian agencies often lack the nuanced understanding of battlefield dynamics and the rapidly evolving threats that fighter jets are designed to counter. By taking charge, the IAF can ensure that these programs cater to its specific operational needs from the outset.
For instance, the AMCA is envisioned as a fifth-generation stealth fighter with cutting-edge features like stealth coatings, advanced avionics, and next-generation sensors. However, its design and development process must remain in sync with the IAF’s evolving doctrine and strategic goals. Direct oversight by the IAF would ensure that critical aspects such as weapon compatibility, mission configurations, and survivability are not compromised.
Historically, the IAF has been relegated to the role of a passive customer, often receiving aircraft that fall short of expectations or arrive too late to address pressing needs. This dynamic creates a cycle of frustration, where the IAF is forced to adapt its operations to fit available platforms rather than platforms being tailored to operational demands.
By taking control, the IAF can move beyond being a mere recipient and instead act as a proactive stakeholder. This shift would foster a culture of accountability and shared responsibility, where all entities involved—be it designers, manufacturers, or testers—are aligned towards delivering results.
The IAF possesses decades of expertise in operating and maintaining a diverse fleet of fighter jets, ranging from Russian-origin Su-30MKIs to French-made Rafales. This operational knowledge positions the IAF uniquely to lead indigenous programs effectively. By embedding its personnel in the decision-making process, the IAF can ensure that lessons learned from past experiences are directly applied to new designs, minimizing potential pitfalls.
Handing over fighter jet programs like the Tejas MkII and AMCA to the IAF would mark a transformative shift in India’s approach to indigenous defence manufacturing. By becoming both the user and program leader, the IAF can ensure that timelines are adhered to, operational requirements are prioritized, and the country’s fighter fleet evolves to meet future challenges.