Theatreisation of Indian Armed Forces: Jointness, IAF Concerns & Reform

GS III: Security.

Context: The Air Chief Marshal A. Singh has supported theatreisation in principle, but cautioned the government against rushing the creation of theatre commands.

• The IAF favours an India-specific model based on India’s geography, threat perception, operational requirements and available military resources.

What is Theatreisation?

• Theatreisation: Reorganisation of the Armed Forces into integrated theatre commands, where Army, Navy and Air Force assets operating in a defined geographical or operational theatre come under a single operational commander.
• Core Idea: One theatre, one integrated force and one commander, enabling faster decision-making, better coordination and optimal utilisation of resources.
• Present Structure: The three services largely operate through service-specific command structures, resulting in 17 commands:
  • Indian Army: 7 commands
  • Indian Air Force: 7 commands
  • Indian Navy: 3 commands
• Existing Limitation: Service-specific hierarchies can create coordination delays, particularly during joint operations requiring rapid employment of land, air and maritime assets.

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Why is Theatreisation Needed?

• Jointness: Integrates capabilities of the three services for coordinated operations.
• Faster Decision-Making: A single operational commander can employ available resources without extensive inter-service coordination.
• Resource Optimisation: Enables more efficient and flexible utilisation of military assets.
• Operational Lessons: The Kargil Review Committee highlighted deficiencies in coordination between the Army and Air Force, strengthening the case for greater jointness and defence reforms.

India’s Existing Integrated Commands

• Andaman and Nicobar Command: Established in 2001, it is India’s first tri-service integrated command, bringing Army, Navy and Air Force elements under a unified command structure.
• Strategic Forces Command: Responsible for the management of India’s strategic nuclear assets and represents another important example of integrated command arrangements.

Evolution of Theatreisation Plans

• Chief of Defence Staff: The post of CDS was created in 2019, with jointness among the three services and facilitating theatreisation among its major responsibilities.
• General Bipin Rawat’s Proposal: His proposed model envisaged four theatre commands:
  • Air Defence Command
  • Maritime Theatre Command
  • Western Theatre Command
  • Eastern Theatre Command
• Service Chiefs’ Role: Under this model, service chiefs would focus more on raising, training and sustaining forces, while operational employment would largely rest with theatre commanders.
• Concerns: The model faced reservations, particularly regarding the reduced role of service chiefs, allocation of scarce air assets and the risk of restricting the flexible employment of air power.

Revised Approach

• Adversary-Specific Model: The current approach associated with CDS General Anil Chauhan has moved towards fewer, adversary-specific theatre commands rather than simply dividing commands geographically.
• Proposed Broad Structure: A China-focused command, a Pakistan-focused command, and a Maritime-focused command have been discussed as the broad framework.
• Key Difference: The emphasis shifts from merely organising forces by geography to organising them around specific threats and operational requirements.

IAF’s Major Concerns

• Scarcity of Air Assets: India’s sanctioned fighter squadron strength is 42, while the actual strength remains significantly lower. Dividing limited air assets among separate theatres could reduce strategic flexibility.
• Indivisibility of Air Power: The IAF argues that air power should remain sufficiently flexible and centrally employable so that assets can be concentrated wherever the operational situation demands.
• Doctrinal Differences: The Army and Navy may view air power primarily as a support element, whereas the IAF views air power as an independent strategic capability capable of conducting deep strikes and shaping the wider battlespace.
• Joint Planning First: The IAF has advocated strengthening joint planning mechanisms, including consideration of a Joint Planning Centre, before undertaking a full-scale restructuring.
• Institutional Transition: Replacing long-established service structures could initially create command confusion, institutional resistance and disruption in decision-making.

Global Models

• United States: Uses an extensive theatre command system, including U.S. Indo-Pacific Command (INDOPACOM) and U.S. Central Command (CENTCOM). However, India’s comparatively limited resources make direct replication unsuitable.
• China: Has reorganised its military into theatre commands, including the Western Theatre Command, which has strategic relevance for China’s border with India.
• India-Specific Approach: India cannot blindly replicate US or Chinese models because its resource availability, geography, threat environment and military doctrines are different.

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Way Forward

• Phased Reform: Theatreisation should be implemented gradually and systematically, rather than through an abrupt restructuring.
• Operational Readiness: Reforms must not compromise current combat preparedness.
• Resource-Based Planning: Theatre boundaries and force allocation should reflect India’s actual military capabilities, especially the limited availability of air assets.
• Jointness Before Restructuring: Greater joint planning, training, logistics and interoperability can help prepare the services for eventual theatreisation.
• India-First Model: The ultimate objective should be a joint, agile and resource-efficient command structure tailored to India’s security environment, rather than an imported organisational template.

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