Abstract This paper explores the need for Singapore airlines to seek more to meet its strategic goals. It shows that competition in the aviation sector is the greatest undoing for the company because it has eroded the company’s profits and limited its operational efficiencies. At the same time, diverse customer needs and high service expectations have forced the airline to seek partnerships with other companies. However, because Singapore laws prohibit full cross-border partnerships, the company’s partnership strategy may be limited in this regard. Nonetheless, because the same government guarantees antitrust immunity, the airline may still yield positive results from such partnership agreements. Introduction For over five decades, Singapore Airline has made a name for itself as a reliable airline company (Fickling, 2012). Its reputation in the global aviation sector is good. From its Changi airport hub, Singapore Airlines has developed an expansive service network that spans more than 90 cities around the world (Heracleous & Wirtz, 2009). However, its strongest market presence is in Asia and Oceania (Heracleous & Wirtz, 2009). Besides passenger transport, Singapore Airline also offers other airline services, such as airport engineering and aircraft handling. The dominance of Singapore Airline has declined in the last few years. For example, the company has since lost the coveted prize of being the world’s best airline to Qatar Airways (a price it held for five years, before 2008) (Fickling, 2012). Since then, it has had trouble regaining it. The company’s dominance in the airline industry is also declining, based on the eroding operational competency of the airline (Fickling, 2012). For example, Singapore Airline outwitted its rivals by operating a fleet of large Airbus A380s (Heracleous & Wirtz, 2009). However, its competitors have caught up with it and are now operating the same aircraft. For instance, Thai Airways International and Malaysia Airlines operate these aircraft and enjoy the same competency as it does. Based on these developments, Singapore Airline has to find new strategies to address the competitive pressures it currently experiences because they undermine the company’s goals. This paper addresses partnerships as a strategic tool for achieving the company’s long-term strategic goals. However, before delving into the details surrounding this strategic option, it is pertinent to understand what contributed to the current situation of Singapore Airline. What contributed to the Current Situation? Competition in the aviation sector is at an all-time high (Akbar & Abdullah, 2010). Many regional airlines are grappling with the problem of reduced profitability and declining passenger numbers because of an influx of major competitors in the aviation sector. The main competitors of Singapore Airlines are in Europe-Asia routes because other dominant airlines, such as Emirates Airlines and Qatar Airlines, have a significant market share (Pasiuk, 2006). Low-cost airlines, such as Air Asia and Qatar airways, are also shrinking the market share of Singapore Airline in the regional and economic market segment (Fickling, 2012). In this regard, competition from low-cost airlines and long-haul carriers shows that the market share of Singapore Airline is declining from both ends of the market (