This research attempted to analyse the formation process of international strategic alliances in the Brazilian aeronautical maintenance market through the study of an alliance formed between the companies Comaf Indústria Aeronáutica (Brazil) and Limco Airepair (USA). The chosen research methodology was that of the case study with a qualitative emphasis, that allowed for an in depth study of the entire alliance formation process as well as of its characteristics. As a structure for the study, the model for analysis of strategic alliance formation processes, developed by Bruno and Vasconcelos (1996) was used and, based on it, all data was analysed divided into five categories: strategic definition, choice of partner, project negotiation/definition, implementation/execution and closing. The study showed that the involved companies, even if involuntarily, followed the model s phases very closely and, consequently, had success in the alliance s formation process and initial periods of execution. Both the Brazilian and the American companies where able to reach their initial strategic objectives through the formation of the strategic alliance. Finally, conclusions are presented about the conducted research and propositions are made that can be adopted both by the studied companies, but also by others, so that the strategic alliance formation process can become more efficient and with a greater chance of success.