By Lt Col Manoj K Channan, Veteran
Background of Small Arms Development in India
India’s small arms production has relied heavily on collaborations and licenses from foreign manufacturers. The Indian Ordnance Factories have been the backbone of India’s small arms manufacturing efforts, producing a range of weapons from basic rifles to more advanced small arms. However, the need for modernization and pursuing self-reliance in defence manufacturing led to a strategic shift towards indigenization, marking a new chapter in India’s defence production narrative.
The Indian defence and law enforcement agencies depend on foreign OEMs for their weapons and ammunition. The Ordnance Factory Board has manufacturing plants at Kanpur in UP, Ishapore next to Kolkata in West Bengal and now in Amethi, Uttar Pradesh. The L1A1 Self-Loading Rifle, also known as the SLR (Self-Loading Rifle), by the Canadian Army designation C1A1 (C1) or in the US as the “inch pattern” FAL, is a British version of the Belgian FN FAL battle rifle (Fusil et al., “Light Automatic Rifle”) produced by the Belgian armaments manufacturer Fabrique Nationale de Herstal (FN), was the primary weapon of the Indian Army till 1987, during the Sri Lanka operations, the LTTE was equipped with AK series weapons (armed by the Indian Government). The high rate of fire and no stoppages in the humid jungles of North Eastern provinces of Sri Lanka led to the import of weapons from East European countries, and captured weapons and ammunition were supplied to the infantry units to be at par with the LTTE.
Ishapore factory designed and developed the 5.56 mm INSAS following the footsteps of NATO nations that were aimed at increasing the logistics evacuation chain of an adversary vis a vis a ‘kill’ by the heavy calibre 7.62 x 51 mm. Over the years, with a focus on terrorism, 7.62 x 51 mm is the preferred calibre to get a kill in one shot.
The Special Forces and the Police forces of the state have the advantage of procuring their choice of weapons without going through the lengthy process of RFI, RFP, submission of bids, TEC, NCNC trials and price negotiations. Most times, as seen in the recent past, RFI and RFPs are issued and withdrawn for reasons best known to the bureaucracy of MoD/ Service HQ.
Make in India
The “Make in India” initiative, launched to transform India into a global manufacturing hub, has significantly emphasized the defence sector, particularly in small arms manufacturing. A critical project in this endeavour is the AK-203 assault rifle manufacturing agreement between India and Russia, intended to modernize the Indian Defence Services’ infantry armaments. Despite its strategic importance, the project has faced various challenges, casting uncertainty over its execution and success.
In the realm of small arms, the initiative aims to modernize India’s arsenal with advanced weaponry manufactured within the country. This not only involves the production of firearms but also focuses on developing critical components and ammunition, aiming to create a comprehensive ecosystem for small arms manufacturing in India.
The “Make in India” initiative, launched in 2014, aims to transform India into a global manufacturing hub, significantly emphasizing the defence sector. This initiative seeks to enhance self-reliance in defence production and reduce import dependence. The development of small arms is a pivotal area under this initiative, showcasing India’s commitment to strengthening its defence capabilities.
The AK-203 Manufacturing Agreement
A landmark moment under the “Make in India” initiative was the agreement between India and Russia to manufacture the AK-203 rifles in India. This joint venture, established to produce over 600,000 rifles in Amethi, Uttar Pradesh, represents a significant step towards modernizing the Indian Armed Forces’ infantry weapons. The AK-203, known for its reliability and effectiveness, is set to replace the older INSAS rifles currently in service, marking a significant upgrade in firepower and operational capabilities.
Challenges of the Project: General Staff Qualitative Requirements (GSQRs).
One of the primary hurdles is the GSQRs set by the Indian Army, which has been criticized for its impracticality and lack of alignment with ground realities. The ambitious and sometimes unrealistic expectations embedded in these requirements have led to repeated delays, as the project needs to work on reconciling the army’s demands with achievable technological solutions.
Changing Project Goals and Bureaucratic Hurdles.
The AK-203 project has also suffered from shifting goals and requirements, a reflection of bureaucratic indecision, evolving defence strategies, and the pace of technological change. Each alteration in the project scope necessitates a comprehensive re-evaluation, further delaying progress and adding to the Uncertainty.
Financial Constraints.
A significant concern is the project’s financial viability, particularly regarding the royalty and technology transfer costs associated with manufacturing each AK-203 rifle. The high expense, juxtaposed with the option to acquire cost-effective foreign-made rifles, poses a dilemma for the defence services, constrained by budgetary limitations and the imperative for economical procurement strategies. Despite the strategic importance of the AK-203 manufacturing project, it has encountered several challenges. Technical challenges include establishing a state-of-the-art manufacturing facility that produces firearms that meet stringent quality standards. Logistical challenges encompass the supply chain management of raw materials and components, crucial for uninterrupted production. Bureaucratic hurdles, such as regulatory clearances and contract negotiations, have imposed significant delays. Moreover, the transfer of technology and the training of the workforce to handle the sophisticated manufacturing process are critical challenges that need to be addressed efficiently.
Navigating Forward: Addressing the Challenges
To move beyond these impediments, a multi-faceted approach is essential. This includes pragmatic decision-making, streamlining the GSQR process to reflect practical and achievable goals, and re-evaluating financial models to ensure the project’s economic feasibility. Moreover, it is crucial for its success to foster a clear and focused direction for the project, free from bureaucratic entanglements.
To mitigate these challenges, the Indian Government has implemented several strategies. These include streamlining regulatory processes, establishing clear timelines for technology transfer, and investing in skill development programs for the workforce. Additionally, efforts to localize component manufacturing and encourage participation from Indian defence companies are underway, aiming to strengthen the defence manufacturing ecosystem in India.
Conclusion
The AK-203 manufacturing project, emblematic of India’s aspirations for defence self-reliance and strategic autonomy, stands at a crossroads. The project’s challenges ranging from GSQRs misalignment and shifting goals to financial hurdles underscore the complexities of defence manufacturing in India. Resolving these issues is imperative for the AK-203 to transition from a promising concept to reality, empowering Indian soldiers with advanced assault rifle technology. The path forward demands a balanced approach that harmonizes strategic objectives with pragmatic, achievable solutions, ensuring the project’s success and contributing to the broader goals of the “Make in India” initiative.
(The author is an Indian Army Veteran. Disclaimer: Views expressed are personal and do not reflect the official position or policy of Financial Express Online. Reproducing this content without permission is prohibited.)