India’s proposal to establish 2-3 fighter aircraft production lines in parallel, reflects a growing concern about industrial capacity, delivery schedules and the Indian Air Force’s (IAF) declining squadron strength. Defence Secretary Rajesh Kumar Singh’s remarks at the NDTV Defence Summit highlight an important shift in defence manufacturing strategy: India needs multiple production ecosystems rather than relying predominantly on a single public-sector manufacturer.
The objective is not to sideline Hindustan Aeronautics Limited (HAL), but to distribute production responsibilities, diversify suppliers and create additional capacity for future combat aircraft programmes. This could become particularly important as Tejas Mk1A deliveries, Tejas Mk2 development and the Advanced Medium Combat Aircraft (AMCA) programme compete for industrial resources.
Why Having 2–3 Fighter Production Lines Is an Operational Necessity Now
With the Indian Air Force (IAF) operating approximately 29 fighter squadrons against an authorised strength of 42.5, India's fighter manufacturing capacity has become an important national security concern. Defence Secretary Rajesh Kumar Singh's remarks at the NDTV Defence Summit on September 27, 2026, highlight a strategic shift: establishing multiple fighter aircraft production lines to reduce dependence on a single manufacturing ecosystem and accelerate aircraft deliveries.
The objective is not simply to expand factory capacity. It is to create industrial redundancy, distribute manufacturing responsibilities and ensure that Tejas, Rafale and AMCA programmes can progress without competing entirely for the same production resources.
The Single-Point Failure Risk: Why HAL Cannot Fly the Burden Alone
Hindustan Aeronautics Limited (HAL) remains central to India's indigenous fighter manufacturing ecosystem. However, its existing commitments illustrate the scale of the challenge.
HAL has orders for 180 Tejas Mk1A fighters: an initial 83-aircraft contract and a subsequent order for 97 aircraft. The company has also indicated an annual production capacity of approximately 24 Mk1A aircraft.
Alongside these commitments, HAL must support Tejas Mk2 development, Su-30MKI upgrades and other aircraft programmes.
The concern is industrial concentration. Engine availability, supplier delays, testing bottlenecks or production interruptions can affect delivery schedules across multiple programmes. Additional manufacturing capacity could distribute these risks without diminishing HAL's importance.
Line 2 — The MRFA & Dassault Private Joint Venture Model
The proposed 114-aircraft Multi-Role Fighter Aircraft (MRFA) programme, centred on the French Dassault Rafale, offers a potential pathway for establishing India's second fighter production line.
At the NDTV Defence Summit, Singh confirmed that France had agreed to India's requirement for domestic manufacturing with significant indigenisation. The Defence Acquisition Council had already granted Acceptance of Necessity for MRFA procurement in February 2026.
An Indian private-sector manufacturing partner could participate in tooling, structural assemblies, composites, avionics integration and final aircraft assembly. However, a specific Indian partner and final industrial structure should not be treated as confirmed until formally announced.
The programme also offers opportunities to integrate Indian weapons and progressively increase domestic component manufacturing, reducing dependence on imported subsystems.
Line 3 — The Private Sector-Led SPV Model for AMCA
The Advanced Medium Combat Aircraft (AMCA) represents India's longer-term ambition to develop a fifth-generation stealth fighter.
Unlike the Rafale production pathway, AMCA's manufacturing framework involves a competitive private-sector-led approach. According to the Defence Secretary, three technically qualified consortia progressed in the selection process, while HAL did not qualify on specified technical grounds.
A Special Purpose Vehicle (SPV) structure could bring together private aerospace companies, specialist suppliers and public-sector research institutions.
This arrangement offers an opportunity to establish an additional manufacturing ecosystem for stealth structures, advanced composites, avionics and systems integration.
Importantly, HAL's non-qualification for the AMCA prototype development competition should not be interpreted as exclusion from India's wider aerospace ecosystem or from every potential future AMCA-related activity.
Strategic Resilience: Mitigating Industrial Chokepoints in a Two-Front War Scenario
Why does India need multiple fighter aircraft production lines? The answer extends beyond annual production numbers.
In a potential two-front contingency, the ability to maintain aircraft availability, replace losses and sustain fleet modernisation becomes particularly important.
Multiple manufacturing ecosystems could provide:
- Supply-chain redundancy: Reduced dependence on individual factories and suppliers.
- Delivery flexibility: Parallel production schedules for different fighter programmes.
- Industrial resilience: Alternative manufacturing capacity during disruptions.
- Vendor diversification: Greater participation from Indian MSMEs and specialist aerospace manufacturers.
However, expanding production lines also introduces challenges. India has a limited pool of specialised forging companies, engine suppliers, radar manufacturers and precision-component producers.
Without investments in additional Tier-1 and Tier-2 suppliers, multiple assembly lines could compete for the same industrial resources rather than genuinely increasing national output.
Comparative Breakdown: India's 3-Pillar Fighter Manufacturing Architecture
| Manufacturing pillar | Industrial lead | Platform | Principal role |
|---|---|---|---|
| Line 1: Public sector | HAL | Tejas Mk1A / Mk2 | Indigenous fighter production |
| Line 2: International-private partnership | Dassault and prospective Indian partner | Rafale MRFA | Additional domestic assembly capacity |
| Line 3: Private-led development | Qualified private-sector AMCA consortia | AMCA | Fifth-generation fighter development |
Note: The three-pillar framework is an analytical description of India's evolving industrial architecture, not confirmation that all three production lines are operational or have approved annual output targets.
From Manufacturing Concentration to Industrial Redundancy
India's fighter manufacturing strategy is gradually moving towards a more diversified industrial structure. HAL remains essential, but additional private-sector participation and international manufacturing partnerships could expand production capacity and distribute execution risks.
The Rafale programme offers a potential second production ecosystem, while AMCA creates an opportunity for private-sector leadership in advanced fighter manufacturing.
The real measure of success will not be the number of production lines announced, but how many additional aircraft India can manufacture, deliver and sustain through a resilient domestic aerospace supply chain.
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