WestJet Swaps Boeing 737 MAX Orders For More 787 Dreamliners

Specifically, WestJet had previously installed an extra row of seats on certain existing narrowbody aircraft, primarily its 737-800 and 737 MAX 8 models, which drastically reduced seat pitch and eliminated the recline function for many passengers. This move, aimed at maximizing capacity and revenue, was met with an immediate and considerable furore from the airline’s customer base, manifesting in widespread complaints across social media, aviation forums, and direct feedback channels. The backlash was so intense and damaging to WestJet’s brand reputation that the airline has now reversed the decision, pledging to return converted planes to their previous, more comfortable layout. Furthermore, WestJet has confirmed that incoming 737 MAX jets will feature an additional lavatory, bringing the total to four for its MAX 10s, alongside a less dense seating arrangement, directly addressing passenger concerns about comfort and amenities on longer narrowbody flights.

Strategic Shift: Six 737 MAX 10s Out, Two 787-9 Dreamliners In

The modification to WestJet’s Boeing order book represents a notable strategic adjustment, tilting the balance slightly more in favor of widebody aircraft. The airline has opted to trade six units of the single-aisle Boeing 737 MAX 10 for two additional twin-aisle 787-9 Dreamliners. This swap is particularly significant as the 737 MAX 10, the largest variant of the MAX family, is primarily designed for high-density domestic and regional routes, whereas the 787-9 Dreamliner is a long-range aircraft capable of operating intercontinental flights.

WestJet’s initial widebody fleet strategy centered around an order for ten 787-9s, though this was later adjusted to seven firm orders with options for four more. Following a substantial order placed last summer, which included a mix of 737 MAX variants and additional 787s, the carrier’s firm 787-9 commitments stood at seven, complemented by four options. This latest order reshuffle, converting six 737 MAX 10s into two 787-9s, will now see the total firm order for 787-9s rise to nine, with the four options remaining, potentially bringing WestJet’s future Dreamliner fleet to as many as thirteen aircraft.

As of early 2026, WestJet already operates seven units of the Boeing 787-9 Dreamliner, which serve as the backbone of its long-haul international network. These aircraft, delivered between January 2019 and September 2022, have an average age of 6.1 years, making them among the newer assets in WestJet’s fleet, which has an overall average age of 12.3 years. The decision to further invest in the 787-9 suggests a clear commitment from WestJet to strengthen its presence in the competitive transcontinental and intercontinental markets, directly challenging rival Air Canada’s dominance in these lucrative segments.

The 787-9’s extended range and superior passenger comfort, compared to narrowbody aircraft, enable WestJet to open new routes to Europe, Asia, and other distant destinations from its primary hubs, particularly Calgary (YYC). This expansion allows the airline to capture higher-yield business and premium leisure travelers, diversify its revenue streams, and enhance its global brand recognition. The flexibility offered by the Dreamliner also provides a hedge against potential future shifts in travel demand, allowing WestJet to adapt its network more dynamically.

WestJet’s existing 787-9 fleet is configured in a comfortable 320-seat, three-class layout. This includes 16 lie-flat business class seats in an angled 1-2-1 configuration, offering direct aisle access and premium amenities. Behind business class are 28 premium economy recliners arranged in a 2-3-2 setup, providing enhanced legroom and service. The economy cabin features a 3-3-3 configuration with 276 seats. This configuration strikes a balance between capacity and passenger comfort, crucial for attracting and retaining long-haul customers.

The current deployment of WestJet’s 787-9s highlights their strategic importance. According to aviation analytics firm Cirium, the airline schedules 382 flights with the type this month. Key routes include high-frequency service from Calgary (YYC) to popular leisure destinations like Cancun (CUN) with 43 rotations, as well as daily connections to major international gateways such as London Heathrow (LHR), Paris Charles de Gaulle (CDG), and Tokyo Narita (NRT). The Dreamliner also services Hawaiian and Mexican destinations with lower frequencies, demonstrating its versatility across different market segments. The additional two 787-9s will undoubtedly bolster these existing routes and enable the launch of new, previously unfeasible services, further solidifying WestJet’s international footprint.

Passenger-Centric Shift: Acknowledging and Reversing Cabin Densification Errors

While the widebody expansion signals growth, WestJet’s decision regarding its narrowbody cabin configurations addresses a more immediate and pressing issue: customer dissatisfaction. The airline’s recent attempts to increase seat count on its existing Boeing 737-800 and 737 MAX 8 aircraft by adding an extra row of seats proved disastrous. This "densification" strategy, which saw seat pitch reduced to minimal levels and the elimination of recline in many economy seats, was met with an overwhelmingly negative response from passengers. The backlash was swift and severe, with numerous travelers sharing their cramped experiences online, highlighting the lack of legroom and discomfort, often through viral videos and social media posts that painted a grim picture of WestJet’s economy product.

This "considerable furore" and "severe customer backlash" ultimately forced WestJet to rethink its approach. The airline’s reversal of this decision to retrofit existing aircraft back to their previous, more spacious layouts is a rare but significant admission of error in the highly competitive airline industry. It underscores the power of consumer voice and the potential damage to brand reputation when cost-cutting measures directly undermine the passenger experience.

Crucially, WestJet has also confirmed that its remaining Boeing 737 MAX 10s on order will feature a "more passenger-friendly configuration." Even after swapping six units for Dreamliners, WestJet still has a substantial order for the stretched narrowbody, stemming from last summer’s order of 60 firm units with options for 25 more. Initially, these MAX 10s were planned to seat 12 business class and 200 economy class guests, totaling 212 passengers, with a mere three lavatories to serve this high-density configuration.

In a direct response to the negative feedback, WestJet has now committed to a less dense 199-seat layout for these incoming MAX 10s. This reduction of 13 seats will allow for increased seat pitch and overall passenger comfort, a welcome change for travelers on medium-haul routes where the MAX 10 is expected to operate. Furthermore, the airline has pledged to add a fourth bathroom to its plans for these jets, addressing a common complaint about inadequate lavatory facilities on modern, high-capacity narrowbodies. This thoughtful adjustment indicates a proactive effort to prevent a repeat of the negative experiences seen on the retrofitted 737-800s and MAX 8s.

Analysis and Implications

WestJet’s dual announcement highlights a dynamic and evolving strategy in a challenging aviation landscape. The decision to invest more heavily in widebody Dreamliners reflects a long-term vision to expand its global reach and capture a larger share of the international premium market. This is a strategic necessity for WestJet to grow beyond its traditional leisure and domestic focus and compete effectively with larger network carriers. The 787-9 offers the necessary range, capacity, and passenger appeal to achieve this ambition.

Conversely, the dramatic reversal on narrowbody cabin configurations underscores the delicate balance airlines must maintain between cost efficiency and customer satisfaction. The initial densification strategy was likely an attempt to boost ancillary revenue and compete with ultra-low-cost carriers (ULCCs) by maximizing seat count. However, the ensuing backlash demonstrates that there is a tangible limit to how much discomfort passengers are willing to tolerate, especially from a brand like WestJet that has historically positioned itself with a focus on friendly service and a reasonable experience.

The financial implications of reversing the cabin retrofit are not insignificant. WestJet will incur costs associated with reconfiguring the aircraft back to their original layouts, and it will forgo the potential revenue from the additional seats it initially sought to install. However, this cost is likely viewed as an investment in brand reputation and long-term customer loyalty, which are far more valuable assets in the long run. The airline’s swift response to public outcry suggests a realization that alienating its core customer base for short-term gains is a losing proposition.

This episode serves as a powerful case study for the entire airline industry. In an age where social media amplifies customer voices instantly, airlines cannot afford to ignore passenger feedback, particularly when it pertains to fundamental comfort. The "race to the bottom" in economy class, characterized by shrinking legroom and reduced amenities, may be reaching its breaking point for many travelers. WestJet’s pivot towards a more passenger-friendly configuration for its incoming MAX 10s, and the reinstatement of previous comfort levels on existing aircraft, could set a precedent for other carriers to reconsider similar densification strategies.

Ultimately, WestJet appears to be refining its identity, striving to balance its heritage as a value-focused carrier with aspirations of becoming a significant global player. The expanded Dreamliner fleet will enable it to grow its international network, while the commitment to improved narrowbody comfort signals a renewed focus on passenger experience across its domestic and transborder operations. These strategic adjustments, made in response to both market opportunities and customer feedback, will be crucial in shaping WestJet’s trajectory in the years to come.