This study aimed to investigate the impact of Strategic Supremacy Dimensions in achieving Competitive Priorities in Arab Bank. The study population included employees of Arab Bank from the top and middle administrations (general manager, deputy / assistant director, director of department and head of department) totaling (360) Individuals. The study sample of the study was random sample of the employees of the Arab Bank from the Higher and Middle Administrations (General Manager, Deputy / Assistant Director, Director of Department and Head of Department), which is (191) individuals. To achieve the study objectives the study used quantitative (descriptive analytical approach) through many statistical tools, most notably multiple regression analysis. The most important results reached in this study namely: there is a significant impact of strategic supremacy dimensions (The sphere of influence, competitive compression and competitive configurations) in achieving Competitive Priorities at Arab Bank at a level of significance (? ? 0.05). There is significant impact of strategic supremacy dimensions (Competitive Compression and Competitive Configurations) in achieving Cost Priority at Arab Bank at a level of significance (? ? 0.05). There is significant impact of strategic supremacy dimensions (The sphere of influence, competitive compression and competitive configurations) in achieving Delivery Priority at Arab Bank at a level of significance (? ? 0.05). There is significant impact of strategic supremacy dimensions (The sphere of influence, competitive compression and competitive configurations) in achieving Flexibility Priority at Arab Bank at a level of significance (? ? 0.05). There is significant impact of strategic supremacy dimensions (The sphere of influence, competitive compression and competitive configurations) in achieving Quality Priority at Arab Bank at a level of significance (? ? 0.05). Accourding to the results, the study recommends that building a strategic partnership with international banks that adopt competitive priorities in their work to benefit from their expertise in this area. Monitor changes in the environment of competition using more than one means: marketing intelligence, global reporting, financial market movement, forecasting.