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The investigation into Air India flight 171, the Boeing 787-8 that crashed shortly after departing Ahmedabad on June 12, 2025, is now as much about process and credibility as it is about causation. What began as a technical inquiry into a catastrophic loss of thrust on both engines has widened into a dispute between investigators, fuelled by restricted access to evidence, competing interpretations of flight data, and the political sensitivities that surround both Boeing and India’s aviation ambitions.The underlying sequence remains stark. The aircraft departed normally, climbed through its initial altitude, and within seconds both engines lost thrust after fuel-control switches moved from RUN to CUTOFF. On the 787, these switches are guarded. They require a deliberate, physical movement. There is no known failure mode in which both move simultaneously without human action. The aircraft then descended and impacted a residential area, killing more than 250 people, including several on the ground. One passenger survived.Those facts create a narrow and highly sensitive investigative space. They do not yet answer why the switches moved, but they constrain the set of plausible explanations. This is where the divergence between the United States and India has become pronounced.Investigators from the United States — involved due to Boeing’s role as the aircraft manufacturer — have signalled concern that the data captured on the flight recorders does not align with a mechanical or software malfunction. Their position has not been expressed through press conferences, but through quiet, consistent briefings that suggest no corroborating evidence of engine-system anomalies. These interpretations do not amount to a final conclusion, but they have shaped the US delegation’s insistence on full, unimpeded access to wreckage, components, and documentation.Indian authorities have taken a different path, emphasising the need for further reconstruction work, simulation, and component testing before attributing causation. They have not endorsed any theory that points to deliberate cockpit action and remain cautious about drawing inference solely from the switch movement. Their communication has been deliberate, careful, and constrained — a reflection of the wider context in which this investigation takes place.India is expanding its aviation sector at a pace unmatched anywhere in the world. Air India is undergoing one of the largest fleet renewals in modern aviation history, rebuilding its long-haul network and projecting itself as a global carrier. A finding that attributes a major crash to pilot action, whether intentional or the result of procedural deviation, would carry significant domestic consequences. Questions would surface around training culture, oversight, and systemic resilience at a moment when the country is positioning itself as a future aerospace hub. That reality means every word from the Directorate General of Civil Aviation and the AAIB is shaped by reputational and political pressures, even if unintentionally.The friction between the two investigating states has sharpened because of how evidence has been handled. Several points of tension are now publicly known: Access to high-value cockpit debris was restricted at certain stages; some items were moved before every investigative party had documented them; and there was early resistance to transferring the flight recorders to a laboratory typically used for complex international investigations. None of these issues necessarily imply intent, but each undermines confidence in procedural exactness. Aviation investigations rely on chain-of-custody standards that leave no room for ambiguity. Once those standards are questioned, even briefly, interpretations become harder to reconcile.That difficulty is heightened because the stakes for Boeing are significant. If the crash is attributed to a mechanical or software malfunction, the consequences would ripple across the global 787 fleet. Airlines operating the aircraft would face the prospect of inspections, potential operational limits, and regulatory intervention at a time when long-haul capacity worldwide is already tight. Boeing, still working to rebuild trust after a decade of scrutiny, would face another cycle of political, commercial, and financial pressure. The United States, as the state of design, is highly sensitive to misattribution — especially when the available data points toward the cockpit.For India, the stakes sit elsewhere. A determination of intentional crew action would not only be an operational crisis for Air India but would also trigger political scrutiny at home. It would open questions about the recruitment, screening, and oversight of pilots at a time when growth, not introspection, dominates the national aviation discourse. India is in the middle of transforming its carriers, modernising airports, and reshaping airspace structures. A finding of deliberate pilot action would require a recalibration of that narrative at a moment when the country is seeking global recognition as a rising aviation power.This is why the two sides are approaching the same data from different vantage points. Both are operating within their mandates; both are responding to pressures that extend beyond the wreckage itself. The result is an investigation that is technically complex, diplomatically sensitive, and unusually exposed to public interpretation.None of this alters the core requirement: The investigation must produce a conclusion that withstands scrutiny and can be trusted internationally. Whether the ultimate cause is human action, mechanical failure, or a combination, the credibility of the outcome will depend on the openness of the remaining process. That includes full access for all accredited parties, transparent handling of the flight recorders, and clear explanations for any anomalies in evidence management.History offers reminders of how difficult that can be. The early phases of investigations into Air France 447, Germanwings 9525, and the Lion Air and Ethiopian 737 Max crashes were marked by disagreements between states, regulators, or manufacturers. Yet those investigations ultimately converged on findings that were broadly accepted because the process remained anchored in international co-operation and rigorous documentation.Air India 171 has reached a point where those same principles must guide the next steps. The families of the victims deserve clarity grounded in evidence, not geopolitics. The global flying public deserves the assurance that the investigative process meets the standards that aviation safety depends on. Airlines, regulators, and manufacturers need conclusions they can act upon, not a fractured narrative shaped by national sensitivities.This investigation will define more than the cause of one crash. It will influence how India is perceived as a rapidly expanding aviation nation, how Boeing’s long-haul fleet is evaluated globally, and how states co-operate when commercial and political interests intersect. The facts of the accident are already clear. The challenge now is ensuring that whatever conclusion follows is reached through a process that commands trust beyond national borders.In aviation, the truth matters not only for what happened, but for what comes next.The author is an aviation analyst. X handle: @AlexInAir. 

Boeing Co expects to generate cash again in 2026, a significant reversal in the planemaker’s finances as it prepares to boost monthly production rates of its passenger aircraft.The US company expects positive free cash flow to reach the “low-single digits” billions of dollars next year, reversing the $2bn cash burn seen for 2025, said Boeing Chief Financial Officer Jay Malave, in his first solo presentation at an investor conference since taking over the post in August.The assurances propelled Boeing’s shares, with the stock advancing as much as 9.2%, the most since April. Malave’s comments provided the first detailed look at the planemaker’s cash projections for 2026, a year when Boeing’s comeback should gain momentum if jet deliveries keep rising while factories and the supply chain stabilise.Longer term, the company still expects to eventually reach the $10bn cash-generation target outlined by the previous management team, Malave said. That goal, initially set for 2025, had been pushed back repeatedly as Boeing battled through a series of crises.“There’s just no reason why we can’t get to that once we get to these higher rates on the aircraft,” Malave told a UBS conference. “I’m very comfortable saying that we can absolutely deliver $10 billion.”Malave’s comments shored up confidence in Boeing, particularly among investors nervous about the planemaker’s comeback after it reported a $4.9bn charge for the latest delay to its 777X jetliner in October, said George Ferguson, analyst with Bloomberg Intelligence.While Boeing had previously predicted its cash generation would vastly improve next year, Malave’s comments carried some weight as an outsider who joined Boeing from defence rival Lockheed Martin Corp, Ferguson said.“Fleshing out for next year is a nice confirmation” that Boeing’s operations remain on-track, he said. “And Airbus’s issues this week are a reminder that it’s not a one-horse race.”The CFO cited a steadily improving production cadence in Boeing’s factories, especially for its 737 Max and 787 Dreamliner jets, and the reduction of its inventory of undelivered aircraft as reasons for optimism, alongside improving profitability at its defence division and steady growth for its services operations.Analysts expect Boeing to generate $2.46bn in free cash flow next year, according to estimates compiled by Bloomberg. They’ve pared their free cash flow predictions by more than half since mid-July on the slower-than-expected certification of the 777X, pushing its largest in-production jet more than seven years behind schedule. Malave said the delay would bring about $2 billion of “pressure” to next year’s cash generation.The company also expects to make a large payment to the US Justice Department next year to resolve a case stemming from two fatal crashes of its 737 Max. Malave also cautioned that the largest 737 model, the Max 10, likely won’t be certified for commercial service until later in 2026, pushing some deliveries into 2027.Boeing’s free cash flow hasn’t been positive on an annual basis since 2023. After years of turmoil, the planemaker is working to whittle down its debt load and invest in projects that will secure its future.Adding urgency to the turnaround is the fact that the company faces $8bn in debt payments next year, and plans to quickly pay down another $3bn in Spirit AeroSystems Holdings Inc obligations once the acquisition of the supplier closes. Approval of the complex deal reuniting Boeing with its former subsidiary is in the latter stages, Malave said.Boeing lost a cumulative $39bn during the first half of this decade, including $13.1bn last year as it faced a crippling strike and a near-catastrophe that sparked federal investigations and a leadership shake-up. 

This year’s air show in Dubai featured an unusual array of upsets, surprises and comebacks as Airbus SE and Boeing Co fought over orders, while a new contender from China made its presence felt to challenge the long-standing duopoly.Emirates opened the biennial event with the biggest deal by value, ordering 65 additional Boeing 777X aircraft for $38bn. The move to double down on Boeing’s biggest jet surprised many just weeks after the planemaker announced another delay for its market debut. “Emirates remains frustrated by ongoing delays with the Boeing 777X, but it has to look forward into the 2030s, when it begins to retire some of its larger A380s,” said John Strickland, director of JLS Consulting Ltd. The double-decker A380 is Emirates’ marquee jet. Airbus, meanwhile, punched back Tuesday after announcing nothing on the opening day.The company secured the biggest upset of the event by winning Flydubai as a customer, an airline that so far had built its fleet exclusively around Boeing’s 737 model. The Airbus planes offer Flydubai greater flexibility on operating long-haul routes to smaller markets, Strickland said. But any hope for Airbus of bringing home the big prize from Emirates — an order for its flagship A350-1000 model — were dashed Tuesday when Emirates President Tim Clark said he’d sit out any purchases for several years until he’s satisfied with the engines’ performance.In many ways, it was a repeat of the show two years ago, when Airbus also marketed the giant plane but came up empty. Both companies got something of a consolation on the third day, however, when Boeing managed to win a deal with Flydubai for 75 737s and options for the same number, and Airbus received a top-up from Emirates for its A350-900. The deals were announced about an hour apart. Airbus also won Libya’s Buraq Air as a new customer, with a memorandum of understanding for 10 A320 models.The rapid-fire back and forth underscores the high-stakes dynamic of the Dubai show, which has become one of the three primary industry exhibitions — besides Farnborough in the UK and Paris — for major aircraft orders.Negotiation teams often sit through the night to get the accords across the line, and decisions change at the last minute, with deals that looked secure slipping and accords that weren’t on anyone’s radar suddenly appearing.Many deals signed at air shows are typically looser arrangements rather than firm contracts, giving buyers more wiggle room to firm them up or amend them later. And the hundreds of orders pulled in at the events put additional burdens on manufacturers already facing yearslong backlogs and a supply chain that still isn’t running smoothly several years after the pandemic.Dubai is home to the world’s biggest international airline and is a thriving aviation hub for both the Middle East and the world, using that status and Emirates’ fleet of widebody aircraft as a way to connect city pairs with just one stop.Neighbouring Qatar and Abu Dhabi have built up similar operations, and Saudi Arabia is working to join the fray, partly by turning the region into destinations for business and tourism rather than just transfer sites. That development has made the airlines some of the biggest buyers of aircraft, rivalled only by China and India, where bulk-buying by the hundreds has become the norm.For Airbus and Boeing, that’s been a lucrative vein to tap for years, particularly with their large widebody jets, for which there’s so far no competition. But the dynamic is starting to shift in the hard-fought market for single-aisle planes that are the most widely flown category of commercial aircraft.Commercial Aircraft Corp of China Ltd, known as Comac, promoted its C919 model for the first time at a show outside of its home region, putting the jet that looks similar to Airbus’ popular A320 family on flying display, where it performed alongside the Airbus A350 and the Boeing 777. So far, the Chinese model — which relies heavily on western technology such as engines and aeronautics — hasn’t been certified by regulators in Europe or the US, meaning carriers there can’t operate it. But Comac’s presence in Dubai was a reminder that the days of the back and forth between just two players — with all the twists and turns that the last three days produced — may soon be coming to an end.

For Airbus SE, the biennial airshow in Dubai is starting to follow a pattern that’s both familiar and painful: The European planemaker pitches its biggest aircraft to local champion Emirates, only to come up empty as Boeing Co gets showered in orders.That sequence of events played out again this week, when Emirates announced on the first day of the expo that it would purchase 65 additional 777X aircraft from Boeing at a list price of $38bn, extending its commitment to the US company’s largest jetliner. Airbus, meanwhile, had hoped to finally land a deal with Emirates for its A350-1000 jet that’s similar in size to the Boeing model. Instead, Emirates President Tim Clark said he’s in no rush to even consider that plane, and he’d need to be convinced of improved performance before he makes a deal.Clark’s comments were reminiscent of the Dubai show two years ago, where he also threw his support behind the Boeing plane while calling the Airbus model’s engines “defective” because of what he saw as their unacceptable durability in hot and demanding climates such as Dubai’s.He threw in a small consolation prize at the time, ordering the shorter A350-900, albeit in unusually low quantities for an airline known for making a big splash, particularly on its home turf. The Middle East is among the most important venues for Boeing and Airbus to sell their wares, with a clutch of carriers — from Qatar Airways to Etihad Airways PJSC to Riyadh Air — placing huge orders as they funnel global passenger streams through their regional hubs. Boeing has had the added advantage of political backing, with President Donald Trump using his clout in the region to reel in large deals. Airbus acknowledged this week in Dubai that it has to work harder to compensate for that kind of support. The A350-1000 comes with only one type of engine, as does the 777 aircraft that’s powered by General Electric Co.That lack of choice makes airframe makers more beholden to their most important suppliers, which can, in turn, complicate negotiations for new plane deals. “Airlines want a choice,” Clark said. “We’ve impressed that upon Airbus. Perhaps if they like to do something in the future they might want to think about providing a choice.” Airbus has previously suffered the ignominy of witnessing Boeing walk away with a big deal while it came up blank.At the 2017 Dubai show, Airbus was assured of a big purchase by Emirates for its since-discontinued A380 jumbo, only to watch the deal evaporate and Emirates instead hand a $15bn order to Boeing. Clark said on Tuesday that Airbus needs to work on the A350-1000 engine, which is supplied by Rolls-Royce Holdings Plc, because dispatch reliability is crucial for Emirates and the engine now can’t meet those requirements. Since the last Dubai show, Rolls-Royce has embarked on a comprehensive upgrade program for the engine as well as other models to improve that reliability.Emirates is the largest buyer of widebody Boeing aircraft and also the largest operator of the A380 double-decker, which Clark long championed but was unable to get Airbus to keep building. Its massive fleet gives Clark a powerful voice as he pushes manufacturers to improve their products. “We generally speak for the industry, and people will follow up with what we are going to be doing,” Clark told journalists at a meeting Tuesday. To be sure, other operators of the A350-1000 in the region don’t share Clark’s pessimism, even as they operate in the same climatic conditions.On Tuesday, Etihad agreed to purchase seven additional A350-1000 aircraft, and Chief Executive Officer Antonoaldo Neves said at a press conference that he’s very satisfied with the aircraft’s performance. Sitting alongside Neves was Christian Scherer, the Airbus executive in charge of the commercial aircraft business, who has spent years as head of sales trying to convince Clark to finally buy his company’s biggest jet — but to no avail. On Tuesday, Scherer struck a more defiant tone, saying his company has a product that’s both popular with many customers and arguably superior to Boeing’s plane, according to feedback from airlines. “We listen to what our customers tell us,” Scherer said. “Quite a few customers tell us that with the 350-1000, you have a really good platform which happens to be a whole lot lighter and more efficient than your competitor.”

China staged a Middle East debut for its C919 jetliner with a flying display at the Dubai Airshow Monday, its first outside East Asia, as it showcases plans to compete with Airbus and Boeing.The C919 aircraft, in a white livery with blue and green details, took off at around 3:30pm local time (1130 GMT) and made a few circle rounds in the sky before landing safely on the Al-Maktoum international airport runway tarmac.Chinese planemaker Comac has ambitions to take on dominant Western manufacturers Airbus and Boeing as well as their smaller Brazilian rival Embraer.Its two existing plane models — the C909 and C919 — lack key certifications from Western regulators, however, and Comac is looking for alternative markets to help boost its profile.At the Airshow Monday, dozens of people lined up to see the C919 airplane parked at the venue alongside dozens of other aircraft. A pilot sat in its cockpit talking to visitors about his experience operating the plane.Comac is building plans for a family of aircraft.At its stand in the airshow's main exhibition hall, visitors took photos of a longer version of the C919 dubbed the Stretched Variant, which Comac said would seat 210 passengers and serve the Asia-Pacific region.The planned longer version takes aim at the Airbus A321neo and Boeing's upcoming 737 Max 10 — the top end of the single-aisle market where Airbus and Boeing are battling for the most hotly contested orders.On the tarmac, Comac also displayed its regional C909, which was China's first jet-engine-powered plane to reach commercial production and entered service in 2016.Neither model has won a major global customer so far.Comac also displayed materials outlining its planned C929 wide-body jet — originally co-developed with Russia and now driven solely by Comac — but with scarce technical details.Comac officials declined to comment on the company's presence at the airshow and said there were no media engagements planned.Comac said in a statement that it "remains committed to open cooperation and looks forward to building closer, stronger, and deeper relationships with global customers and partners." Gulf countries have strong ties with China, the biggest trading partner for both Saudi Arabia and the UAE, which have welcomed co-operation with Chinese firms in recent years, including in manufacturing, construction and technology.Analysts do not expect China to take a significant slice of the global jet market beyond deals with supportive countries any time soon but say its presence is a clear signal of its ambition to penetrate one of the last bastions of Western manufacturing.Boeing Commercial Airplanes CEO Stephanie Pope welcomed the arrival of Comac at one of the world's premier industry events but pledged to maintain an edge through continued innovation."Competition is great for the industry. It's great for Boeing. It makes us all better," she told Reuters.

Boeing Co delivered 57 commercial aircraft in August, its best performance for the month since 2018, in the latest sign of steadying factory operations as the US planemaker targets faster production rates.The tally, which included 43 of Boeing’s 737 family of jets, is the second-highest of the year and marks an uptick from July, according to data posted Tuesday on the company’s website. August’s results underscore Boeing’s recent improvements in stabilising its factories as the manufacturer prepares to ask regulators for permission to return output of the best-selling jet to pre-Covid levels.Gross orders for Boeing totalled 26 during the month against two cancellations. The company recorded 83 net orders, including those added to its backlog under a US accounting provision for at-risk deals. For the year, the US planemaker has landed 725 gross orders against 600 for Toulouse, France-based Airbus SE.Boeing has started to narrow an output gap with market leader Airbus that’s stood since the US manufacturer fell into a series of crises starting with the first of two fatal 737 Max crashes in late 2018. Through August, Boeing has delivered 385 jets this year to 434 for its European rival, which handed over 61 aircraft for the month.Since the beginning of 2024, Boeing’s output deficit to Airbus has narrowed by more than half, based on the average of trailing six-month deliveries, according to Jefferies analyst Sheila Kahyaoglu.Jefferies estimates of 6-month average gap in Boeing-Airbus deliveries.Boeing is sharing with US regulators a series of measures of the health of its production system ahead of a formal request to speed its 737 assembly lines to a pace of 42 jets per month, from the current cap of 38.The company has told airline customers it’s optimistic it will be able to raise rates by October, Ryanair Holdings Plc Chief Executive Officer Michael O’Leary told reporters on August 27.

Etihad Airways is exploring a novel way to get around persistent supply bottlenecks that have long bedevilled the aviation industry: buying components like seats in bulk and then storing them in a local warehouse until they’re needed.The Abu Dhabi flag carrier is undertaking a $1bn retrofit of its existing fleet because new aircraft are delayed. But matching the delivery of seats among the most complex cabin elements with the upgrade cycle of a plane could quickly prove impossible given suppliers have been notoriously unreliable in sticking to their schedules, Etihad Chief Executive Officer Antonoaldo Neves said.“I cannot just park five, six, seven planes and destroy my network just to retrofit the planes, it’s going to be too expensive,” Neves said in an interview in New York. “We say, look, give me all the seats to retrofit about 50 planes in three months and I store the seats, and use them when it doesn’t hurt my network to pull those planes out of service.”Etihad’s considerations show how the aviation industry is trying to navigate one of the biggest impediments to growth: slow delivery of aircraft. Airbus SE and Boeing Co have for years struggled to get their production lines back on track, held back by component shortages and quality lapses on the factory floors. That’s forcing carriers to fly older kit for longer and requiring costly maintenance or cabin upgrades to keep the jets fresh.Customers are still waiting for new jets like the Boeing 777X that is half a decade behind schedule. Airbus has also had trouble meeting delivery goals, while Boeing has started improving output again after years of upheaval.Emirates is spending $5bn refurbishing existing jets like the jumbo Airbus A380 and the Boeing 777 to bridge delays with new models on order, particularly from the US manufacturer. Those overhauls have also been tied up by delayed parts availability, forcing airlines to ground a number of aircraft, cancel flights or charter short-term capacity.Touching up the cabins with new seats has become an important marketing tool for carriers, particularly as more travellers migrate to more expensive seats like premium economy or business class. While economy class bookings are slower in some markets, Etihad is seeing continued demand for premium travel in key geographies such as the US, Europe and Middle East. That makes it harder for the airline to stand down planes, Neves said.Neves said it’s not just supply bottlenecks holding back output. Certification requirements by authorities like the Federal Aviation Administration and its counterpart, the European Union Aviation Safety Agency, are also causing delays that are increasingly affecting growth plans.“Certification has not improved, it’s a frustration,” Neves said. “Everything’s taking too long, we don’t have time for that, the customer cannot wait.”The airline reported record profit of 1.1bn dirhams ($306mn) for the first half of the year, driven by both passenger and cargo demand. While state-owned Etihad is ready for an initial public offering, the decision of whether and when to go public is in the hands of the shareholder, Neves said.As part of its plan to cash in on the continued demand for premium flying, the airline is bringing back two more Airbus A380 double decker jets, Neves said. The Etihad aircraft features the so-called Residence, a three-room layout featuring a double bed, living area and shower cubicle.Etihad had previously planned to permanently retire the four-engined behemoth for smaller, more nimble planes but now already has seven back in service. The airline has shifted the aircraft to Toronto from New York because of capacity constraints at that location, though Neves said he’d like to return the A380 to US destinations eventually.The national carrier expects to almost double its fleet to 200 aircraft in the next four or five years, Neves said. Still, the airline doesn’t plan on placing mega fleet orders, and will instead pursue small aircraft purchases as and when it needs them, the CEO said.The airline doesn’t expect the exit of Wizz Air Holdings Plc from Abu Dhabi to impact traffic into its main hub. Neves said that other airlines, including its venture with Air Arabia PJSC, will add more than twice the traffic into the airport than Wizz is pulling out.

Korean Air has placed its largest-ever aircraft order with Boeing, confirming the purchase of 33 787 Dreamliners and 20 777X aircraft. The deal, valued at more than $13bn at list prices, is the latest development in a wider effort by the South Korean carrier to modernise its long-haul fleet, consolidate its positioning post-Asiana merger, and compete more directly with established global network airlines.The timing of the announcement — aligned with the South Korea–US summit — served broader political and commercial visibility, but the transaction itself had long been in development. The order underscores a strategic shift within Korean Air that’s been unfolding over the last two years: a restructuring of fleet, brand, and product to reflect evolving competitive dynamics in long-haul markets.The 33 Dreamliners will consist of a mix of 787-9 and 787-10 variants. These aircraft are expected to replace older Boeing 777-200ERs, early 747s, and some aging Airbus A330s. Korean Air, like many Asian full-service carriers, has adopted a cautious approach to retirement and renewal, often extending the life of aircraft past their prime competitive window. This order begins to address that.The 20 Boeing 777-9s form a separate strategic commitment. The 777X remains under certification and will not begin deliveries before 2026 at the earliest. For Korean Air, the type is likely to be used on its highest-volume long-haul routes, including services to North America and Europe. The aircraft will eventually replace the 777-300ERs and remaining passenger 747-8s, aligning Korean Air’s widebody long-haul fleet around two Boeing types.Fleet consistency is particularly relevant as Korean Air prepares for the full integration of Asiana Airlines. The merger, which has faced regulatory delays across multiple jurisdictions, is now entering its final stages. Combining two long-haul operations with overlapping fleets, brands, and network strategies presents complexity, particularly in aircraft harmonisation. This new Boeing order provides the foundation for long-term simplification.Boeing, meanwhile, secures a rare major widebody order in Asia-Pacific, a region where Airbus has taken a lead in recent years with its A350 programme. Korean Air does operate Airbus widebodies, including A330s and A380s, but this latest purchase indicates a consolidation around Boeing going forward. There is no indication of new Airbus orders in the current pipeline.Outside of the aircraft order, Korean Air has been overhauling its branding and customer experience proposition. In early 2025, the airline unveiled a new brand identity, including updated livery, refreshed cabin interiors, revised uniforms, and new marketing language. The slogan “The World’s Most Loved Airline” accompanied the relaunch. The line is broadly aspirational and places Korean Air in a competitive space alongside carriers such as Singapore Airlines, Qatar Airways, and Emirates—airlines that lead in brand equity and premium product consistency.Alongside the rebrand, Korean Air introduced a new partnership with Armani/Casa, focused on soft product design in premium cabins. This includes tableware, linens, and loungewear in First and Business Class. These types of partnerships are increasingly common in premium airline cabins. Whether they move the needle on passenger preference is debatable, but they serve as visible markers of investment in brand perception.Korean Air’s onboard product had fallen behind regional competitors in recent years. While seat upgrades were carried out selectively across some 777 and A380 aircraft, consistency remained an issue. The new brand and cabin programme suggest a move toward standardisation across the long-haul fleet, particularly post-Asiana integration.However, the airline faces clear limitations. Seoul’s Incheon Airport offers a well-connected hub but lacks the sixth-freedom scale of Dubai or Doha. Korean Air’s long-haul network is focused on North America and select European cities, but remains thinner than competitors based in smaller countries who have built network scale through aggressive transit traffic strategies. Korean Air has not followed that model to the same degree.The carrier is also limited in its domestic catchment. South Korea’s population and outbound travel base is substantial but not expansive. Unlike Emirates, which relies heavily on connecting third-country traffic through Dubai, Korean Air’s long-haul strategy is more reliant on point-to-point markets and demand from Korean outbound and diaspora segments.Korean Air’s competitive positioning in Asia is under pressure from multiple sides. In Northeast Asia, Japan Airlines and All Nippon Airways have similarly refreshed their fleet and premium product. In Southeast Asia, Singapore Airlines continues to hold a lead in international brand preference and product delivery. Further west, Middle East network carriers offer higher frequencies and larger fleets across many of the same long-haul markets.In this context, Korean Air’s latest moves are best understood as necessary rather than bold. The airline is updating an aging fleet, consolidating after a multi-year merger process, and aligning its brand presentation with global expectations. These are the basic requirements for participation in long-haul premium competition—not market-leading innovation.The $1bn Boeing order is a capital-intensive decision at a time when global airline economics remain volatile. While travel demand has recovered across many markets, yields remain under pressure. Fuel costs and labour shortages have added to volatility. Korean Air’s bet is that efficient new aircraft, paired with a consistent premium product, will improve profitability across long-haul sectors.The 787 and 777X are both crucial to this calculation. The former offers flexibility and fuel efficiency on thinner routes, while the latter can deliver higher seat counts on constrained long-haul services. Korean Air’s average sector length supports a two-type widebody strategy. The challenge will lie in execution: deploying these aircraft consistently, standardising the cabin experience, and aligning post-merger networks.There is also the question of cost control. Korean Air has not historically been one of the most cost-efficient full-service carriers in Asia. Labour and operations are expensive relative to regional competitors. A modernised fleet will help, but the transition period between old and new aircraft—and integrating Asiana’s older widebodies—will stretch balance sheet flexibility.As for the goal of becoming “the world’s most loved airline,” that is a marketing aspiration, not a strategic deliverable. Korean Air will be judged less on branding and more on reliability, product consistency, and pricing. The rebrand may improve perception, but in aviation, sentiment follows performance. The author is an aviation analyst. X handle: @AlexInAir.

China has succeeded in matching or surpassing Western industrial technology in cars and trains.But in planes, it’s still woefully behind, a dilemma underscored this week by reports that Chinese airlines intend to order nearly a thousand new jets from Boeing Co and Airbus SE.Commercial Aircraft Corp of China Ltd, as it is formally known, has delivered less than 200 planes since it was established in 2008 and they’re primarily flown by domestic carriers that are state owned also. That’s despite billions of dollars and years of effort into reducing China’s reliance on the duopoly of Airbus and Boeing.As it is, Comac risks falling short of delivering some 75 jets this year.“Any additional Boeing or Airbus narrowbody orders will deal a blow to Comac’s ambitions,” Eric Zhu, Bloomberg Intelligence Asia aviation and defence analyst, said.Comac’s C919 jet, a 158- to 192-seat aircraft, is meant to take on the Airbus A320neo and Boeing’s 737 Max. But it’s struggling to sell internationally, mainly because Comac has been unable to secure certification of its airworthiness from gold-standard regulatory bodies outside of China.Because the C919 is also heavily reliant on Western-made parts, including from the US, Shanghai-based Comac has been in the crosshairs of Washington’s tit-for-tat tariff dispute with Beijing that saw levies rise to as much as 145% before the two committed to a trade deal.Previously, the US restricted some key parts including jet engines from being exported from the US to China, harming Comac’s efforts as its raised output. The single-aisle plane is built mostly with customised versions of parts from other manufacturers, such as engines from CFM International Inc, a Franco-US venture.Comac planned to build and deliver as many as 75 planes this year, according to Cirium. To date, it’s handed over just five C919s to Chinese customers as of mid-August. China’s three biggest airlines — Air China Ltd, China Southern Airlines Co and China Eastern Airlines Co — expected Comac to deliver 32 C919s between them from a coordinated order of 300 planes made over the past 18 months.Comac’s other jet that’s already in the skies is the smaller, regional C909, again operated by mainly domestic carriers as well as Indonesia’s TransNusa. Despite Beijing’s efforts to elevate Comac, the planemaker has placed less than 400 of its C919s to Chinese airlines despite an order book exceeding 1,000, largely populated by domestic aircraft leasing companies.Airbus, meanwhile, which started producing its A320 family of jets in 1988, is about to outsell Boeing for the first time, perhaps as soon as next month, as the pair’s cumulative sales of their cash cow single-aisle jets top close to 12,175 units.“For the time being, Comac is supplementary to Airbus and Boeing,” Lionel Olonga, senior valuations manager at aviation consultancy Cirium, said. “In the mid-2030s, it may have enough production and for replacement of narrow bodies, airlines could pivot to the C919.”Comac has been trying to build an international presence, opening sales offices in Singapore and Hong Kong. It’s also targeted Vietnam, Indonesia and Cambodia to sell its planes. In some cases, it has offered generous financing terms, including even proposing to invest in airlines directly, to secure deals.One area China and Comac is at least seeking less reliance on is its Western supplier base. Comac has been developing a China-made engine that it can deploy on the C919 and other future aircraft models it makes.“Aircraft development and production is one of the hardest things and Comac is still one of the newest kids on the block,” said Alan Lim, director at Singapore-based Alton Aviation Consultancy. In the long run, as the C919 builds up a safe track record, “it may have the potential to challenge the duopoly.”