Running a TMC RFP is often seen as a rite of passage for travel managers. It is a complex, time-consuming exercise that promises transparency, competition, and improved value. Yet in many cases, the outcome fails to deliver what the organisation actually needs.
The issue rarely lies with the providers. It lies with the questions being asked.
Many RFPs focus heavily on pricing mechanics without understanding how those prices will behave once the contract is live. Transaction fees are compared line by line, but assumptions around service scope, exceptions, and out-of-policy behaviour are left vague. What looks competitive at award stage becomes far less attractive in real-world operation.
Another common weakness is the evaluation of service models. Providers are asked to describe their approach, but rarely to demonstrate how that approach works under pressure. How are complex itineraries handled? What happens during disruption? How is service quality measured and enforced? Without clear, scenario-based questioning, these critical aspects remain theoretical.
Technology is another area where RFPs often fall short. Tools are assessed based on feature lists rather than usability, integration, and traveller adoption. A booking tool that looks impressive in a demo but is poorly aligned with policy or traveller behaviour will never deliver the promised value.
A strong TMC RFP shifts the emphasis. It tests behaviour, not just claims. It asks providers to respond to realistic scenarios, explain governance structures, and show how performance will be measured and corrected over time. It also recognises that the contract is not the end of the process, but the beginning of a long-term operational relationship.
When organisations redesign their RFPs in this way, outcomes improve dramatically. They select partners, not just providers. They reduce surprises post-implementation. And they create a framework where performance can be managed, not merely hoped for.
