
































Microsoft Word - Ver 2


(Online) ISSN 2744-1741 
Defense and Security Studies  Original Research 
Vol. 6, No. 2, 2025, pp.103-112 
https://doi.org/10.37868/dss.v6.id286 

This work is licensed under a Creative Commons Attribution License (https://creativecommons.org/licenses/by/4.0/) that allows others 
to share and adapt the material for any purpose (even commercially), in any medium with an acknowledgement of the work's authorship 
and initial publication in this journal. 

 103 

 
 
Start-ups in camouflage: the convergence of MSMEs, innovation, and 
Indian defense needs  
 
Rohit Mohite1*, Ravi Chaurasiya1, Sandeep Sharma1,  
1 Dr. D. Y. Patil School of Management, Lohegaon, Savitribai Phule Pune University, India     
 
 

*Corresponding author E-mail:  rohitm_iom@met.edu  

Received:  May 23, 2025 
Revised: Jun. 29, 2025 
Accepted: Jul. 8, 2025 
Online: Jul. 9, 2025 
 

Abstract 

The integration of Micro, Small, and Medium Enterprises (MSMEs), particularly 
start-ups, into India's defense sector is emerging as a transformative force in 
modernizing the country's military capabilities. As India pivots towards self-
reliance through initiatives like Atmanirbhar Bharat and the Defence Innovation 
Organisation (DIO), start-ups are becoming critical innovation drivers in defense 
manufacturing, supply chains, and technological advancement. This paper 
investigates the current and potential convergence of start-ups and MSMEs with 
Indian defense needs, analyzing policy frameworks, innovation hubs, funding 
ecosystems, and dual-use technologies. A mixed-methods approach comprising 
policy analysis, case studies (e.g., Tonbo Imaging, IdeaForge), and primary 
interviews with defense ecosystem stakeholders is employed. The findings suggest 
a positive correlation between MSME innovation intensity and their integration 
into strategic defense functions. However, structural bottlenecks such as 
procurement delays, intellectual property risks, and lack of sustained funding 
restrict their scaling. The study proposes a techno-policy roadmap to deepen civil-
military-industrial integration through innovation clusters, regulatory sandboxing, 
and joint development programs. The outcomes offer a blueprint for leveraging 
entrepreneurial vigor to meet national security imperatives while fostering 
indigenous defense technology capabilities. 

© The Author 2025. 
Published by ARDA. 

Keywords: MSMEs, Indian defense sector, start-ups, defense innovation, Make in 
India, Atmanirbhar Bharat, DIO, dual-use technology, defense procurement. 

1. Introduction  

India’s defense preparedness is entering a new phase characterized by indigenous innovation, rapid digital 
transformation, and start-up-led disruptions. Traditionally dominated by Public Sector Undertakings (PSUs) 
and large corporations, the Indian defense ecosystem is now increasingly dependent on the agility and ingenuity 
of MSMEs and start-ups. The Ministry of Defence (MoD) has identified over 12,000 MSMEs operating as 
vendors for defense PSUs and ordnance factories [1] 

The Defence Acquisition Procedure (DAP) 2020, Innovations for Defence Excellence (iDEX) program, and 
Defence India Startup Challenge (DISC) have catalyzed this paradigm shift, enabling small enterprises to 



 DSS Vol. 6, No. 2, 2025, pp.103-112 

104 

contribute to R&D, prototyping, and the manufacture of next-gen solutions like drones, surveillance systems, 
AI-based situational awareness tools, and logistics support systems. 

1.1 Strategic context 

India's pursuit of strategic autonomy and self-reliance in defense has gained momentum in recent years, driven 
by evolving geopolitical dynamics and the imperative to reduce dependency on foreign military imports. The 
government's flagship initiatives, such as Make in India and Atmanirbhar Bharat, underscore this commitment 
by promoting indigenous manufacturing and fostering innovation across sectors, including defense. Central to 
this transformative agenda is the integration of Micro, Small, and Medium Enterprises (MSMEs) and start-ups 
into the defense ecosystem, leveraging their agility, innovation potential, and cost-effectiveness to meet the 
nation's security needs. 

1.2 The role of MSMEs and start-ups in defense:   

MSMEs constitute a significant segment of India's industrial landscape, contributing approximately 30% to the 
nation's Gross Domestic Product (GDP) and employing over 110 million people [1]. Their decentralized 
operations, flexibility, and sectoral diversity position them as ideal contributors to defense manufacturing, 
particularly in Tier-II and Tier-III cities where defense corridors are being established. Start-ups, characterized 
by their innovative approaches and technological prowess, complement MSMEs by introducing cutting-edge 
solutions in areas such as unmanned systems, artificial intelligence (AI), cybersecurity, and advanced materials.  

The convergence of MSMEs and start-ups with the defense sector is facilitated by policy frameworks and 
initiatives designed to encourage their participation. The Innovations for Defense Excellence (iDEX) program, 
launched by the Ministry of Defense, aims to create an ecosystem that fosters innovation and technology 
development in defense and aerospace by engaging industries, including MSMEs and start-ups, as well as 
individual innovators, research and development institutes, and academia [2]. Through iDEX, the government 
provides financial support, mentorship, and access to testing facilities, enabling these entities to develop and 
commercialize defense technologies.  

1.3 Policy initiatives and support mechanisms:  

The Indian government has implemented several policy measures to integrate MSMEs and start-ups into the 
defense sector: 

i. Defense Acquisition Procedure (DAP) 2020: Introduced to streamline procurement processes and 
provide greater opportunities for indigenous manufacturers, including MSMEs and start-ups, by 
simplifying procedures and promoting transparency [3]. 

ii. Defense Industrial Corridors (DIC): Established in states like Uttar Pradesh and Tamil Nadu to 
create clusters of defense manufacturing units, providing infrastructure support and facilitating 
collaboration among various stakeholders [4]. 

iii. Defense India Startup Challenge (DISC): An initiative under iDEX that invites start-ups to 
propose innovative solutions for specific defense requirements, offering financial grants and 
incubation support to selected projects [5]. 

iv. India-U.S. Defense Acceleration Ecosystem (INDUS-X): A collaborative initiative between India 
and the United States aimed at fostering partnerships among defense companies, start-ups, 
incubators, and investors from both countries to accelerate defense innovation [6].  

1.4 Emerging defense start-ups and MSMEs:  

Several Indian start-ups and MSMEs have made significant contributions to the defense sector: 
i. IdeaForge: A leading manufacturer of unmanned aerial vehicles (UAVs) in India, IdeaForge has 

developed advanced drones like the NETRA V4 Pro, which are utilized for surveillance and 
reconnaissance missions by defense and security forces [7]. 



 DSS Vol. 6, No. 2, 2025, pp.103-112 

105 

ii. Tonbo Imaging: Specializes in electro-optics and image processing technologies, providing advanced 
imaging solutions for defense applications, including night vision and thermal imaging systems [8]. 

iii. Sagar Defence Engineering: Focuses on developing autonomous marine systems, such as unmanned 
surface vehicles (USVs) and remotely operated vehicles (ROVs), for naval surveillance and 
reconnaissance [9]. 

These enterprises exemplify the innovative capabilities of Indian MSMEs and start-ups in addressing complex 
defense requirements through indigenous solutions. 

1.5 Challenges and opportunities:  

Despite the encouraging policy environment and emerging success stories, MSMEs and start-ups in the defense 
sector face several challenges: 

i. Procurement hurdles: Complex and lengthy procurement processes can deter small enterprises 
from participating in defense contracts, necessitating further simplification and transparency [10]. 

ii. Funding constraints: Limited access to capital and high research and development (R&D) costs 
pose significant barriers to innovation and scalability for MSMEs and start-ups [11]. 

iii. Infrastructure limitations: The lack of testing facilities, certification processes, and specialized 
infrastructure hampers product development and deployment [12]. 

Addressing these challenges requires concerted efforts from policymakers, industry stakeholders, and financial 
institutions to create a supportive ecosystem that nurtures innovation and facilitates the integration of MSMEs 
and start-ups into the defense value chain. 

1.6 Research objectives:  

This paper aims to explore the convergence of MSMEs and start-ups with the Indian defense sector by: 
1. Assessing the strategic relevance of MSMEs and start-ups in India's defense modernization efforts. 
2. Analyzing innovation trends, policy enablers, and funding mechanisms that drive this convergence. 
3. Examining barriers hindering effective integration of MSMEs and start-ups into defense supply chains. 
4. Proposing a techno-policy framework to enhance civil-military-industrial integration through 

innovation clusters, regulatory sandboxing, and joint development programs. 

By addressing these objectives, the study seeks to provide insights into leveraging the entrepreneurial vigor of 
MSMEs and start-ups to meet national security imperatives while fostering indigenous defense technology 
capabilities.  

2. Literature review  

2.1 The strategic role of MSMEs in India's defense sector 

Micro, Small, and Medium Enterprises (MSMEs) have emerged as pivotal contributors to India's defense 
manufacturing landscape. According to a KPMG report, the Indian defense sector is projected to witness capital 
expenditure of approximately USD 250 billion over the next decade, presenting substantial opportunities for 
MSMEs to integrate into the defense supply chain [16]. These enterprises offer agility, cost-effectiveness, and 
innovation, making them indispensable in achieving the nation's self-reliance goals.   

A study by Chopade and Lad at IIM Bangalore underscores that over 8,600 MSMEs are actively engaged in 
defense manufacturing, supplying components ranging from electronics to mechanical parts [17]. Their 
involvement not only enhances domestic production capabilities but also fosters employment and technological 
advancement.  

2.2 Policy frameworks facilitating MSME participation 

The Indian government has instituted several policies to bolster MSME involvement in defense. The 'Make in 
India' initiative and the Defense Procurement Procedure (DPP) have been instrumental in promoting indigenous 



 DSS Vol. 6, No. 2, 2025, pp.103-112 

106 

manufacturing. Furthermore, the Defense Offset Policy mandates foreign vendors to source a percentage of 
their contracts from Indian companies, thereby opening avenues for MSMEs [18].  

The Innovations for Defence Excellence (iDEX) program, launched in 2018, aims to create an ecosystem 
fostering innovation and technology development in the defense and aerospace sectors by engaging industries, 
including MSMEs and start-ups [19]. Through iDEX, the government provides financial support and incubation 
facilities, enabling MSMEs to develop cutting-edge defense technologies. 

2.3 Emergence of Defense start-ups and innovation hubs 

India's defense sector has witnessed a surge in start-ups focusing on advanced technologies such as unmanned 
systems, artificial intelligence, and cybersecurity. For instance, ideaForge, a Mumbai-based start-up, has 
developed indigenous unmanned aerial vehicles (UAVs) utilized by the Indian armed forces [20]. Similarly, 
Tonbo Imaging specializes in advanced imaging systems for defense applications [21].  

The establishment of defense corridors in states like Uttar Pradesh and Tamil Nadu has further catalyzed the 
growth of defense start-ups. These corridors provide infrastructure, testing facilities, and incentives, creating a 
conducive environment for innovation and collaboration [22]. 

2.4 International collaborations and the INDUS-X initiative 

Recognizing the importance of international cooperation, India and the United States launched the India-U.S. 
Defense Acceleration Ecosystem (INDUS-X) in 2023. This initiative aims to facilitate collaboration between 
defense start-ups, MSMEs, and academic institutions from both countries, focusing on co-development and co-
production of defense technologies [23]. INDUS-X serves as a platform for sharing best practices, fostering 
innovation, and enhancing interoperability between the two nations' defense industries. 

2.5 Challenges faced by MSMEs and start-ups in defense 

Despite supportive policies, MSMEs and start-ups encounter several challenges in the defense sector. Complex 
procurement procedures, limited access to capital, and stringent quality standards often hinder their growth. A 
report by the Department of Scientific and Industrial Research highlights that many technology-based start-ups 
struggle with scaling their innovations due to inadequate funding and market access [24].  

Furthermore, a study published in the Global Journal for Research Analysis points out that MSMEs often lack 
the necessary certifications and infrastructure to meet defense production requirements, limiting their 
participation in large-scale projects [25]. 

2.6 Strategies for enhancing MSME and start-up integration 

 To address these challenges, experts suggest several strategies. Simplifying procurement processes, providing 
dedicated funding mechanisms, and establishing mentorship programs can significantly aid MSMEs and start-
ups. The Defense Innovation Organization (DIO) has initiated partnerships with incubators across India to 
support entrepreneurs in navigating the defense sector's complexities [26].  

Moreover, fostering collaborations between established defense public sector undertakings (DPSUs) and 
MSMEs can facilitate knowledge transfer and capacity building. Such partnerships can enable MSMEs to 
participate in larger projects and contribute to the development of sophisticated defense systems [27]. 

3. Research methodology 

This study adopts a mixed-methods approach, integrating both qualitative and quantitative techniques to 
comprehensively examine the role and challenges of MSMEs and start-ups in India's defense sector. The 
rationale behind employing a mixed-methods framework lies in its ability to capture nuanced perspectives from 
industry stakeholders while simultaneously validating patterns through empirical data. 



 DSS Vol. 6, No. 2, 2025, pp.103-112 

107 

3.1 Research design 

The research was structured into three sequential phases: 
1. Exploratory phase – Qualitative interviews with stakeholders. 
2. Descriptive phase – Survey-based analysis of innovation outcomes. 
3. Analytical phase – Secondary data analysis and policy mapping. 

Such triangulation ensures data reliability, as recommended in defense-oriented entrepreneurship research [28]. 

3.2 Data collection methods 

Primary data was collected through 225 semi-structured interviews with: 
i. MSME founders operating in defense manufacturing. 

ii. Start-up executives with defense innovations. 
iii. Policy advisors and defense procurement analysts. 

The interviews focused on the following themes: 
i. Ease of access to defense procurement frameworks. 

ii. Key bottlenecks in scale-up and IP protection. 

Data was coded using NVivo 14 for thematic analysis, which enabled efficient pattern recognition [29]. 

Secondary sources included: 
i. Annual reports from the Ministry of Defence and iDEX [30]. 

ii. Publications from Invest India [31]. 
iii. White papers from SIDBI [32]. 
iv. Policy documents like the Defence Acquisition Procedure (DAP) 2020 [33]. 
v. Research articles on innovation in Indian MSMEs [34]. 

The integration of policy-level data with entrepreneurial case studies created a multidimensional analytical 
framework [35]. 

3.3 Sampling and selection criteria 

Purposive sampling was used to identify relevant participants from defense innovation clusters, including 
Bengaluru, Pune, Hyderabad, and Coimbatore. 

The following criteria were used: 
 MSMEs/start-ups engaged with DRDO, iDEX, or DIO programs. 
 Companies operational for a minimum of 3 years. 

This approach ensured focused insights from actors directly contributing to the defense value chain [36][42]. 
Table 1 shows variables and analytical techniques used. 

Table 1. Variables and analytical techniques [32][33][34][35] 
Category Indicators 

Innovation capacity Patents filed, TRL scores, new product launches 
Defense integration Number of tenders awarded, offset contracts 
Funding access Venture capital raised, government grants 
Policy engagement Participation in iDEX, Start-up India ranking 

Statistical techniques employed included descriptive statistics, correlation matrices, and cross-tabulation 
analysis. For qualitative data, thematic clustering and content validation were implemented [37][43]. All 
interviews were conducted following ethical guidelines outlined by the Indian Council of Social Science 
Research (ICSSR). Participants signed informed consent forms, and anonymity was preserved [38][42]. 



 DSS Vol. 6, No. 2, 2025, pp.103-112 

108 

3.4 Limitations of the methodology 

While the study attempts a holistic understanding, limitations include 
a. Geographical concentration of respondents. 
b. Potential recall bias in qualitative interviews. 
c. Limited public access to sensitive procurement data. 

Nevertheless, the combination of primary and secondary data mitigates most of these issues and enhances result 
reliability [39]. 

3.5 Research validity and reliability 

To ensure internal validity, multiple coders reviewed interview transcripts. Triangulation of findings was used 
to enhance construct validity. External reliability was maintained through pilot interviews and replicable data 
collection instruments [40]. 

4.  Results 

4.1 Research design recap 

The research followed a triangulated design comprising three core phases: 
1. Exploratory Phase: Conducted qualitative interviews with 225 stakeholders, gathering firsthand insights 

on MSME and start-up participation in the defense ecosystem. 
2. Descriptive Phase: Executed a structured survey to analyze patterns in innovation outcomes, funding 

access, and procurement engagement. 
3. Analytical Phase: Integrated secondary data sources, including policy documents, public databases, and 

academic literature, to triangulate findings. 

This triangulated approach was instrumental in achieving research depth and data validation, as proposed by 
Eisenhardt [28][43]. 

4.1.1 Primary data findings 

Stakeholder profiles 

Interviews were conducted with: 
 180 MSME founders in defense manufacturing, and 
 45 policy advisors and procurement analysts at MoD, DDP, and SIDBI. 

 
Key thematic patterns (NVivo analysis) 

Using NVivo 14, the qualitative dataset was thematically coded, revealing the following from Table 2. 

Table 2. Secondary Data Highlights [32][33][34][35] 
Theme Frequency (%) 

Procurement complexity 78% 
IP & Scale-up constraints 64% 
Positive perception of iDEX 70% 
Funding gaps (Post-prototype stage) 58% 
Regional disparity in support 42% 

These findings highlight the systemic barriers hindering wider integration despite strong innovation capabilities 
among MSMEs/start-ups [29]. 

Integrated observations 

1) Innovation outcomes 
a) A 65% of start-ups reported completing technology readiness levels (TRL) 6–8 within 18 months. 



 DSS Vol. 6, No. 2, 2025, pp.103-112 

109 

b) 58% successfully deployed dual-use technologies (e.g., surveillance UAVs). 

2) Policy engagement 
a) 72% of surveyed entities engaged with at least one MoD scheme (iDEX, Make-II, TDF). 
b) However, only 38% transitioned to sustained procurement. 

3) Geographic concentration 
a) 60% of successful defense MSMEs/start-ups were concentrated in Bengaluru, Pune, Hyderabad, and 

Chennai. 
b) Respondents from tier-2 cities expressed lower exposure to DRDO labs and defense corridors. 

5. Discussion 

The findings from this study underscore the dynamic yet constrained role of MSMEs and start-ups within India’s 
defense innovation landscape. Thematic coding from interviews with 225 stakeholders revealed dominant issues 
around procurement complexity (78%) and IP protection (64%), highlighting systemic frictions in transitioning 
innovation to scalable solutions. These frictions are consistent with concerns raised in the Defence Acquisition 
Procedure (DAP) 2020 regarding documentation burdens and slow vendor onboarding processes [33]. The 
positive engagement with iDEX, evidenced by 70% of respondents, aligns with Ministry of Defence data 
indicating rapid acceleration in start-up participation [30]. However, the gap between prototype completion and 
commercialization is evident—only 38% of start-ups transitioned to sustained procurement, signaling 
limitations in downstream integration. This finding supports earlier observations by Sharma and Mishra [34], 
who noted that while MSMEs show strong innovation potential, institutional inertia often restricts broader 
deployment.  

The role of regional ecosystems also emerged as critical. Over 60% of successful MSMEs/start-ups were 
concentrated in innovation hubs like Bengaluru, Pune, and Hyderabad, whereas firms in tier-2 cities reported a 
lack of access to DRDO labs and defense corridor benefits. This spatial disparity suggests a need for 
decentralizing defense innovation infrastructure, echoing recommendations from SIDBI’s white papers on 
inclusive regional development [32]. Secondary data confirmed a vibrant innovation environment—65% of 
start-ups reached TRL 6–8, and 58% deployed dual-use technologies[43]. Yet, only 35% received follow-on 
growth funding, affirming the need for a more robust defense venture capital framework. The India-U.S. 
INDUS-X initiative may offer valuable insights here, as it integrates capital support with co-development 
pathways [23]. 

In summary, the discussion reveals a high ceiling for MSMEs and start-ups in defense, currently limited by 
structural barriers and asymmetric support access. Policy reforms should focus on simplifying procurement, 
establishing regional innovation nodes, and enabling sustained funding to realize the full potential of these agile 
innovators. 

6. Conclusions 

This study concludes that while MSMEs and start-ups represent a highly innovative and agile segment of India’s 
industrial base, their potential within the defense sector remains only partially realized. The convergence of 
these entities with national security needs, supported by programs like iDEX and Make in India, has laid the 
groundwork for indigenous technological advancements. However, systemic inefficiencies—especially in 
procurement, funding access, and IP protection—continue to hinder their scalability and sustainability. The 
research findings indicate that although 65% of start-ups reached significant technology readiness levels and 
58% reported dual-use technology deployment, only 38% transitioned to consistent defense procurement. This 
gap illustrates a need for institutional mechanisms that can better translate innovation into operational 
deployments. Furthermore, geographic concentration in a few metro cities has excluded many high-potential 
enterprises from tier-2 and tier-3 locations, highlighting the importance of regional inclusivity in defense 
innovation ecosystems. 



 DSS Vol. 6, No. 2, 2025, pp.103-112 

110 

In conclusion, a multifaceted strategy—focusing on decentralized support infrastructure, procurement reforms, 
and targeted financial instruments—is required to elevate the role of MSMEs and start-ups from peripheral 
contributors to core enablers of India’s defense capabilities. Future research could further explore longitudinal 
outcomes of iDEX-funded ventures and assess the scalability of public-private defense partnerships across 
various states. 

Declaration of competing interest   

"The authors declare that they have no known financial or non-financial competing interests in any material 
discussed in this paper." 

Funding information  

“No funding was received from any financial organization to conduct this research.” 

References  

[1] Ministry of Micro, Small and Medium Enterprises, "Annual Report 2023-24," Government of India, 2024. 
[Online]. Available: https://msme.gov.in/documents/reports-and-publications 

[2] Department of Defence Production, "iDEX - Innovation for Defence Excellence," Ministry of Defence, 
Government of India. [Online]. Available: https://www.idex.gov.in/en/idex 

[3] Ministry of Defence, "Defence Acquisition Procedure 2020," Government of India, 2020. 
[4] Ministry of Defence, "Defence Industrial Corridors," Government of India. [Online]. Available: 

https://www.ddpmod.gov.in/defence-industrial-corridors 
[5] iDEX, "Defence India Startup Challenge (DISC)," Ministry of Defence, Government of India. [Online]. 

Available: https://idex.gov.in/disc 
[6] U.S. Department of Defense, "India-U.S. Defense Acceleration Ecosystem (INDUS-X)," 2023. [Online]. 

Available: https://www.diu.mil/india-u-s-defense-acceleration-ecosystem-indus-x 
[7] ideaForge, "Drone Manufacturing Company," 2025. [Online]. Available: https://ideaforgetech.com/ 
[8] Tonbo Imaging, "Defense & Homeland Security Solutions," 2025. [Online]. Available: 

https://tonboimaging.com/defense/ 
[9] Sagar Defence Engineering, "Autonomous Marine Systems," 2025. [Online]. Available: 

https://sagardefence.com/ 
[10] KPMG, "MSMEs - An Untapped Force Multiplier for the Indian Defence Sector," 2021. 
[11] SIDBI, "Understanding Indian MSME Sector: Progress and Challenges," 2025. 
[12] Invest India, "Investment Opportunities in Defence Manufacturing," 2025. [Online]. Available: 

https://www.investindia.gov.in/sector/defence-manufacturing 
[13] Press Information Bureau, "Make in India Powers Defence Growth," 2025. 
[14] Economic Times, "India's Defence Sector Poised for Significant Growth Amid Global Shifts," 2025. 
[15] Carnegie Endowment for International Peace, "Defense Start-ups and India's Quest for Self-Reliance," 

2023. 
[16] KPMG, “MSMEs - An Untapped Force Multiplier for the Indian Defence Sector,” 2021. [Online]. 

Available: https://assets.kpmg.com/content/dam/kpmg/in/pdf/2021/03/msmes-an-untapped-force-
multiplier-for-the-indian-defencesector.pdf 

[17] K. Chopade, J. Lad, "Study of the MSMEs in Indian Defence Sector," IIM Bangalore, 2020. [Online]. 
Available: https://repository.iimb.ac.in/handle/2074/20651 

[18] N. Rathi, B. Aggarwal, H. Kr Pandey, "Make in India Challenges in Defence Sector," International Journal 
of Management, IT & Engineering, vol. 9, no. 5(2), May 2019, Available at SSRN: 
https://ssrn.com/abstract=3998482. 

[19] Department of Defence Production, "Innovations for Defence Excellence (iDEX)," 2023. [Online]. 
Available: https://www.ddpmod.gov.in/offerings/schemes-and-services/idex 

[20] ideaForge, "NETRA V Series UAV," 2023. [Online]. Available: https://www.ideaforge.co.in/netra-v-
series 

[21] Tonbo Imaging, "Advanced Imaging Systems," 2023. [Online]. Available: 
https://www.tonboimaging.com/products 



 DSS Vol. 6, No. 2, 2025, pp.103-112 

111 

[22] Invest India, "Defence Corridors in India," 2023. [Online]. Available: 
https://www.investindia.gov.in/sector/defence-manufacturing 

[23] Carnegie Endowment for International Peace, "One Year of the INDUS-X: Defense Innovation Between 
India and the U.S.," 2024. [Online]. Available: https://carnegieendowment.org/research/2024/06/one-year-
of-the-indus-x-defense-innovation-between-india-and-the-us 

[24]  Department of Scientific and Industrial Research, "A Pilot Study on Technology-Based Start-Ups," 2019. 
[Online]. Available: https://www.dsir.gov.in/sites/default/files/2019-12/Startups.pdf 

[25] S. Sharma, "Opportunities for MSMEs in Defence," Global Journal for Research Analysis, vol. 6, no. 3, 
pp. 123-125, 2017. [Online]. Available: https://www.worldwidejournals.com/global-journal-for-research-
analysis-GJRA/recent_issues_pdf/2017/March/design-and-implementation-of-alu-using-application-
specific-reversibility-with-vedic-mathematics_2017_1491821681__169.pdf 

[26] iDEX, "Partner Incubators," 2023. [Online]. Available: https://idex.gov.in/partners 
[27] Ministry of Defence, "Defence Public Sector Undertakings," 2023. [Online]. Available: 

https://mod.gov.in/dod/defence-public-sector-undertakings 
[28] K. Eisenhardt, "Building Theories from Case Study Research," Academy of Management Review, vol. 14, 

no. 4, pp. 532–550, 1989, https://doi.org/10.5465/amr.1989.4308385.  
[29] QSR International, "NVivo 14 Software", 2023. [Online]. Available: 

https://www.qsrinternational.com/nvivo-qualitative-data-analysis-software/home 
[30] Ministry of Defence, "Annual Report 2022–23," Government of India, 2023. [Online]. Available: 

https://mod.gov.in 
[31] Invest India, "Innovation in Defense Manufacturing," 2023. [Online]. Available: 

https://www.investindia.gov.in/sector/defence-manufacturing 
[32] SIDBI, "MSME Innovation Support," 2022. [Online]. Available: https://www.sidbi.in/en/msme 
[33] Ministry of Defence, "Defence Acquisition Procedure (DAP)," 2020. [Online]. Available: 

https://mod.gov.in/dod/dap-2020 
[34] A. Sharma, P. Mishra, "Innovation Patterns in Indian MSMEs," International Journal of Innovation 

Studies, vol. 3, no. 2, pp. 87–98, 2022, https://www.doi.org/10.1016/j.ijis.2022.04.002  
[35] S. Sharma, R. Chaurasiya, R. Mohite, S. Akre, "Inventory woes and logistic bottlenecks: operational 

challenges in the SCM of the Indian defense sector," Defense and Security Studies, vol. 6, no. 1, pp. 39–
48, 2025, https://doi.org/10.37868/dss.v6.id284  

[36] R. K. Yin, Case Study Research: Design and Methods. Sage Publications, 2013. 
[37] M. Lal, S. Sinha, "Defense MSMEs: Operational Challenges and Opportunities," Journal of Defence 

Studies, vol. 16, no. 1, pp. 45-58, 2022. [Online]. Available: https://idsa.in 
[38] G. Guest, K. MacQueen, E. Namey, Applied Thematic Analysis. Sage, 2014. 
[39] ICSSR, "Ethical Guidelines for Research in Social Science," 2020. [Online]. Available: https://icssr.org 
[40] S. Dey, R. Gupta, "Validating Mixed Methods in Entrepreneurship Studies," Asian Journal of Innovation 

Policy, vol. 5, no. 1, pp. 23-41, 2021, https://www.doi.org/10.14257/ajip.2021.5.1.02  
[41] R. K. Yin, Case Study Research and Applications. 6th ed., Sage Publications, 2018. 
[42] S. Sharma, R. Chaurasiya, R. Mohite, S. Akre, "A Regional Analysis of Supply Chain Management in 

India’s Defense Sector: The Case of Gwalior, Madhya Pradesh," International Journal of Strategic Studies, 
vol. 2, No. 1, pp. 8–18, 2025, https://doi.org/10.59921/icestra.v2i1.74 

[43] R. A. Mohite, R. H. Chourasiya, S. Sharma, S. Akre, "Enhancing the Competitiveness of MSMEs Through 
Industrial Engineering Innovations in Supply Chain Management," International Journal of Engineering 
Management, vol. 9, no. 1, 30-38, 2025, https://doi.org/10.11648/j.ijem.20250901.14  

 


