The recent criticism of Hindustan Aeronautics Limited (HAL), India’s state-run aerospace manufacturer, by the Chief of Air Staff underscores a longstanding issue ~ chronic inefficiencies in defence production that compromise national security. While self-reliance in defence is a strategic imperative, it cannot come at the cost of operational readiness. The delays in the Light Combat Aircraft (LCA) programme, particularly the Tejas Mk 1 variant, reflect a larger problem of institutional inertia, lack of accountability, and an over promised yet underdelivered vision.

For decades, India has aspired to develop indigenous fighter aircraft to reduce reliance on foreign suppliers. The LCA programme was conceived in the 1980s with high hopes, yet production delays have hampered the Indian Air Force’s (IAF) ability to modernise its fleet on schedule. While external factors, such as global supply chain constraints, are often blamed, the reality is that the primary cause of these delays lies in domestic inefficiencies. State-owned defence enterprises have repeatedly failed to meet deadlines, forcing the IAF to make compromises on its operational requirements. The real concern is not just the delay in manufacturing a single aircraft model but the entrenched inefficiency within India’s defence production ecosystem. The LCA project has been revised multiple times to keep up with evolving technology and IAF requirements. However, each revision has led to further delays rather than an efficient adaptation process.

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More troubling is the fact that even after securing engine supplies from foreign manufacturers on time, the production rate of Tejas has remained sluggish due to inefficiencies in assembly, testing, and certification. This is not an isolated case. The Advanced Medium Combat Aircraft (AMCA) programme, another indigenous fighter jet initiative, is facing similar hurdles. Promises of rapid progress ring hollow when even a prototype is yet to materialise. This pattern of ambitious declarations followed by persistent delays has eroded trust in India’s domestic defence manufacturing capabilities. The core issue is a lack of accountability.

Defence public sector undertakings operate with little competitive pressure, leading to inefficiencies that go largely unchecked. Unlike global aerospace firms that face market-driven accountability, India’s state-run enterprises remain insulated from performance-based consequences. Until this changes, delays in crucial defence projects will continue to persist. India’s path to self-reliance in defence should not be framed as a binary choice between domestic production and imports.

A pragmatic approach would involve greater collaboration with global defence firms through joint ventures and co-production agreements. The recent partnerships with the US, France, and Israel provide a template for how India can integrate foreign expertise into its domestic industry while ensuring technology transfer. However, self-reliance will remain an illusion unless India reforms its defence procurement and production processes. Adopting a project-based funding model, similar to what is practiced in advanced military-industrial complexes, could introduce greater accountability and efficiency. Without such reforms, India risks falling into the same cycle ~ over promising, under delivering, and ultimately, compromising national security.