In long-lifecycle electronics, particularly in defence environments, obsolescence is inevitable.
Over the years, I have seen the same pattern repeat itself. A platform performs reliably in the field for years and is trusted and demand remains steady. Then a critical component quietly moves to “Not Recommended for New Design” (NRND) or reaches end-of-life. Suddenly, what was once stable becomes a source of urgency and risk.
In defence, that risk extends beyond commercial inconvenience. It affects readiness, sustainment planning and long-term support commitments.
The issue is rarely the obsolescence itself and more so timing and preparedness.
Obsolescence management is often treated as a procurement function or the EMS (Electronics Manufacturing Service) partner is tasked to manage this. In reality, it is a shared responsibility between OEM (Original Equipment Manufacturer) leadership, engineering, supply chain and manufacturing. When that responsibility is not clearly defined, organisations default to reactive decision-making.
Every electronic component follows a predictable lifecycle: active production, maturity, decline, NRND, end-of-life and ultimately obsolescence. The NRND stage is particularly important. It is the early warning signal that gives organisations time to act. The companies that review their bills of materials regularly and monitor lifecycle status proactively are the ones that maintain control. Those that do not often find themselves forced into rushed last-time buys or compressed redesign cycles.
Today, lifecycle intelligence tools can provide automated alerts, PCN (Product Change Notification) tracking and component risk visibility. But technology alone does not solve the problem. What matters is having a structured internal response when an alert arrives.
In my experience a disciplined process with timelines and clear accountability makes the difference.
When a component is flagged, the first step should always be confirmation and timeline clarity. From there, the impact must be assessed across all product revisions and deployed assemblies. Only then should the technical evaluation of potential alternatives begin such as examining electrical compatibility, footprint constraints, thermal performance and environmental compliance.
If a direct replacement is not feasible, qualification builds and validation testing become essential. Documentation must be formally revised, and revision control strictly maintained. In defence programmes, configuration control and traceability are not administrative exercises; they are fundamental to safety, compliance and reliability.
One of the most strategic decisions following an end-of-life notice is whether to execute a lifetime buy or initiate a redesign. I have seen both approaches. A lifetime buy can secure continuity, but it introduces storage risk, working capital strain and long-term forecasting assumptions. Redesign can strengthen the platform and reduce future exposure, but only if executed with clear planning rather than under pressure.
The right decision is rarely technical alone. It is commercial, operational and strategic.
Many of these challenges originate at design stage. Component selection should not be based purely on performance metrics or price. Lifecycle visibility, second-source availability and supplier roadmap transparency must form part of the conversation early on. Once a system is deployed in a defence environment, architectural changes become significantly more complex, costly and time-consuming to requalify.
Equally important is the relationship between OEM and manufacturing partner. In long-lifecycle defence environments, a transactional supply model is simply not sufficient. OEMs own product architecture and long-term support commitments. An experienced EMS partner brings manufacturing visibility, supplier intelligence and structured lifecycle monitoring. When those capabilities are aligned, resilience improves dramatically.
The cost of poor obsolescence management is not just component price escalation. It appears in emergency redesigns, qualification delays, production stoppages and reputational risk. In high-reliability sectors such as defence, continuity is part of the capability promise.
In my view, long-term competitiveness in defence electronics is not defined solely by innovation. It is defined by the ability to sustain, adapt and support platforms over time.
Obsolescence will always occur. The question is whether it triggers panic or whether it activates a process.
At Production Logix, we believe longevity in defence electronics is not accidental. It is engineered through early visibility, structured response and disciplined execution in partnership with OEM customers committed to sustaining capability over decades.
Shilpa Mehta is Managing Director, Production Logix.
