Yet despite rapid innovation and widespread discussion about artificial intelligence, BTN and Enterprise Mobility research suggests that procurement decisions in managed travel remain grounded in a familiar principle: value matters more than price alone, and trusted relationships remain essential.
Findings from a Fall 2026 BTN Group survey of 100 travel managers, conducted for Enterprise Mobility, reveal several notable trends shaping the supplier marketplace in 2026 and heading into 2027. Travel programs are growing, supplier ecosystems remain relatively stable, and buyers are increasingly focused on balancing cost control with service quality, traveler experience and business outcomes.
Most Organizations Are Maintaining Their Supplier Portfolios
One of the clearest findings is that supplier portfolios have remained relatively stable over the past year. More than 70% of respondents reported that they contract with about the same number of suppliers as they did a year ago, while just under one quarter indicated they are working with more suppliers. Only a small percentage reported consolidating their supplier base.
This suggests that while travel managers continue to evaluate new technologies and service providers, most are not dramatically restructuring their programs. Instead, they appear to be making targeted adjustments based on specific organizational needs. Among those adding suppliers, the primary motivations center on increasing traveler choice and supporting regional or global requirements. Respondents also cite reducing dependence on a single supplier, testing new technologies and gaining access to specialized capabilities. And a couple of respondents said they added suppliers to lower costs.
Notably, comments indicate that some organizations are actively preparing contingency options. Several respondents referenced building alternatives to existing travel management company relationships or pursuing additional suppliers to gain flexibility should future changes become necessary.
For organizations working with fewer suppliers, consolidation remains the dominant strategy. Travel managers increasingly view supplier concentration as a way to consolidate spend, improve negotiated value, simplify program management or fulfill a procurement mandate. One buyer said fewer suppliers were part of a global harmonization initiative.
Value Has Overtaken Lowest-Cost Thinking
Perhaps the most significant finding is how buyers define value today. Only 12% of respondents say the lowest-cost option is usually the deciding factor when selecting suppliers. In contrast, nearly three-quarters report either balancing cost with service and traveler experience or prioritizing overall value even when it is not the least expensive option.
This represents an important evolution in managed travel procurement. Cost remains critical, particularly as organizations continue grappling with elevated prices across air, hotel and ground transportation categories. However, travel managers increasingly recognize that the cheapest option does not necessarily deliver the best outcome. The data suggests buyers are taking a broader view of return on investment, weighing factors such as service performance, traveler satisfaction, operational efficiency and long-term partnership potential alongside negotiated pricing.
This shift reflects the increasingly strategic role of travel managers. Rather than functioning solely as cost controllers, they are being asked to support broader organizational objectives, including employee experience, productivity, risk management and business growth.
Service Quality Is the Most Important Measure of Supplier Value
When asked which elements contribute most to supplier value, respondents provided a clear hierarchy. Service quality emerged as the most important factor, followed by negotiated pricing and discounts and traveler satisfaction.
The findings reinforce a key reality of managed travel programs: savings matter, but service failures can quickly erase negotiated gains. A supplier that consistently delivers reliable service, responsive support and smooth traveler experiences may ultimately create more value than one offering marginally lower pricing.
Interestingly, newer differentiators received comparatively little attention. AI capabilities and automation ranked near the bottom of value drivers, while innovation roadmaps and sustainability performance received even fewer selections. These results do not necessarily suggest that buyers view emerging capabilities as unimportant. Rather, they indicate that foundational performance continues to outweigh future promises. Travel managers appear focused first on service delivery, operational support and measurable business results.
The finding has significant implications for suppliers seeking to win business. While competitive pricing and comprehensive proposals remain essential, decision-makers clearly want validation from trusted sources before aligning with a new supplier. Travel managers increasingly seek confirmation that suppliers can deliver on their promises in real-world environments. Comments bring this preference into even sharper focus.
One buyer said they “carefully review our own booking and expense data and internal traveler surveys” in evaluating suppliers or changes. Multiple respondents said they turn to peers and peer groups for the most reliable evaluations of suppliers. “I find peer groups the best resource for recommendations for best fit not only for corporate culture, but for policy and pricing,” said one. Matching the cultural fit is important and buyers said they ask peers for insights into how a prospective supplier communicates to travelers, implements and supports managed travel programs to confirm viable options. One noted that they “want to meet the actual people we will work with rather than just the sales team.” These responses highlight an important truth about supplier selection: trust remains a competitive advantage
Formal RFPs Remain Important, but Relationships Matter More
Nearly half of respondents report using formal RFP processes for most supplier categories, making it the most common contracting approach. However, the research also reveals that buyers rely on far more than RFP responses when evaluating suppliers.
When respondents ranked the resources they use to differentiate among suppliers, traveler satisfaction and loyalty data emerged as the most influential factor, receiving the highest average importance score.
The Road Ahead
Taken together, the research paints a picture of a managed travel industry that is evolving thoughtfully rather than radically. Supplier ecosystems remain relatively stable, but buyers are becoming more sophisticated in how they evaluate value. Service quality, traveler satisfaction and trusted relationships consistently outweigh simple cost considerations. Peer recommendations and personal references often carry greater influence than formal proposals, underscoring the importance of reputation and partnership.
At the same time, continued travel growth and persistent pricing pressure are forcing organizations to make more strategic procurement decisions. Travel managers increasingly seek suppliers that can deliver measurable business outcomes, operational excellence and flexibility in a changing environment. For suppliers, the message is straightforward: competitive pricing is necessary, but it is rarely sufficient. Success increasingly depends on demonstrating value, building trust and proving the ability to support both traveler needs and organizational goals over the long term.
Who We Surveyed:
Of buyers who responded to the online survey, about half said they represented travel programs with spending of more than $25 million and up to $2 billion a year; 31% said travel program spending ranged from $3 million to $24.9 million; while the remaining 21% said spending was less than $2.9 million. More than 60% said their programs were global while one in five operated in the U.S. only.
Disclosure: This whitepaper was created by Northstar Travel Group, LLC and paid for by Enterprise Holdings, Inc. The content of this white paper was developed solely by Northstar Travel Group, LLC, and all views and opinions contained herein are strictly those of Northstar Travel Group, LLC. Enterprise Holdings, Inc. and its affiliates and do not necessarily endorse the content contained herein.