Unlocking Solutions: Navigating India’s Submarine Acquisition Challenges

India has a long history of relying on foreign technology for its submarine development. From buying Kilo-class submarines from Russia to producing German Type-209s in the past, India has faced many challenges in becoming self-sufficient in this area. The latest attempt, the Scorpene-class submarines, aimed to modernize the fleet, but even that project was plagued with delays.

In contrast, South Korea, which started its submarine program later, has made significant strides. After obtaining technology from Germany, they fully indigenized their submarine design. Their KSS-III program serves as a model for self-reliance, proving technology can be absorbed and developed locally.

The situation in India is concerning. The Indian Navy currently has only 16-17 operational submarines when it needs around 30. This shortfall was highlighted during Operation Sindoor, where limited deployment choices showcased the fleet’s inadequacies. The growing presence of Chinese submarines in the Indian Ocean adds urgency to this issue.

The upcoming Project 75(I) aims to address this shortfall by procuring six Air-Independent Propulsion (AIP)-equipped submarines. However, the program has faced delays, partly due to cost concerns and the government’s desire for greater local production.

Notably, over 60% of the Scorpene’s costs came from imported components. If Project 75(I) follows this model, it could further destabilize India’s submarine plans. The tendering process has been complex, with Mazagon Docks leading a bid in partnership with ThyssenKrupp, while L&T has teamed up with Navantia from Spain. Progress has been slow, worrying Indian Navy officials.

To achieve its goals, India must rethink its approach. Some experts suggest a dual-production model, splitting the order between Mazagon Docks and L&T. This strategy would speed up delivery and enhance knowledge retention within the country. L&T’s experience and infrastructure could complement Mazagon Docks’ existing capabilities, making the acquisition quicker and potentially more cost-effective.

This approach aligns with best practices seen in the U.S. and Japan, where competition between shipyards has accelerated projects without compromising quality. With a 60% indigenization target and new design elements, working with two yards could shorten timelines by several years.

In summary, Project 75(I) represents not just another order but a crucial moment for India to build its submarine design capabilities. Success means not only timely delivery but also a leap towards a self-sufficient defense industry. Collaboration between public and private enterprises can ensure the Indian Navy gets the submarines it needs without further delay.



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