RFP reset: how travel managers are reinventing TMC sourcing

From box-ticking exercises to capability, culture, and real-world performance in supplier selection

The traditional request for proposal (RFP) process for selecting travel management companies (TMCs) is increasingly seen as inefficient, overly complex, and ineffective. Travel managers and suppliers alike argue that it has become a time-consuming, box-ticking exercise that fails to reveal meaningful differences between providers. In response, a growing number of organizations are redesigning the sourcing process to focus on engagement, real-world capability, and cultural fit before issuing a formal RFP. Early adopters report better alignment, faster decision-making, and more successful long-term partnerships.

Key takeaways

• RFP fatigue: Traditional RFPs have become overly complex, involving extensive questionnaires and cross-functional requirements, yet delivering limited differentiation between TMCs.
• Shift beyond cost focus: Buyers are placing greater emphasis on capabilities and cultural alignment rather than purely on pricing, recognizing that lower cost does not compensate for poor fit or execution.
• Engagement-first approach: Leading travel managers are prioritizing early, in-depth engagement with TMCs through workshops, presentations, and real-world scenarios before issuing a formal RFP.
• Real-world testing: Simulations such as live booking exercises, crisis scenarios, and operational use cases help identify which TMCs can deliver in practice, not just on paper.
• Early self-selection: Deeper engagement enables unsuitable TMCs to withdraw early or be eliminated, reducing the number of candidates and simplifying the final RFP stage.
• Shorter, focused RFPs: By delaying the formal RFP until later in the process, companies can issue more targeted and concise documents to a shortlist of qualified providers.
• Stronger stakeholder alignment: Involving multiple internal teams throughout the process ensures broader buy-in and leads to more confident, unanimous decisions.
• Improved implementation outcomes: Early relationship-building and cultural alignment contribute to smoother onboarding and more effective long-term collaboration between buyers and TMCs.

Source: BTN

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