The world of travel management companies (TMCs) is broken. Not in a subtle way where a bit of tweaking might solve the issues, but in a fundamental, structural kind of way, which questions why they still exist. 

The reality is that many TMCs are no longer fit for purpose. They are drowning in data they cannot use, fighting archaic processes that no longer serve customers and stuck in a business model optimized more for survival than service delivery. And, much of this is by design.

The illusion of management

A TMC’s job is supposedly to manage corporate travel — from procurement to booking, servicing and performance measurement. That’s a fantasy today. Instead, we have a fragmented, bureaucratic mess where corporations must staff up to cover TMC gaps, often duplicating functions and inflating costs.

TMCs which were meant to streamline operations have become an additional layer of complexity.

The system isn’t built to deliver seamless travel experiences — it’s built to handle failure. Think about it. What does a TMC excel at? Crisis management? Exception handling? Writing up CYA (cover-your-ass) documentation when things go wrong? What they don’t do well is prevention — because that would require actual innovation, a competency the industry abandoned long ago.

Swimming in data, drowning in inaction

TMCs have access to enormous amounts of public and private data: airline schedules, traveler behavior, pricing trends, expense reports and compliance metrics. But they do next to nothing with it. Instead, they rely on inflexible booking engines, outdated expense management systems and rigid, monolithic processes that belong in the early 2000s.

And yet, when companies demand better data utilization, TMCs balk. Why? Because their business model isn’t built for optimization; it’s built for processing transactions.

For example, look at how TMCs handle multi-conditional travel policies. A company might require different approvals based on traveler seniority, trip duration, destination risk and budget caps. Instead of smart automation, TMCs rely on patchwork solutions that require manual intervention, creating delays, errors and worst of all, hidden costs that nobody tracks properly.

Whose fault is this?

Some of this dysfunction isn’t entirely on the TMCs. The travel ecosystem is riddled with conflicts:

• Vendors vs. TMCs – airlines and hotels squeeze TMCs on commissions while demanding preferential treatment. Meanwhile, the biggest OTAs and direct-booking platforms have made their move on corporate travel, eating away at TMC margins.
• Corporations vs. reality – unrealistic RFPs (Request for Proposal) demand world-class service at bargain-bin prices. Procurement departments treat TMCs like commodities, not strategic partners, then wonder why service levels decline.
• Tech investment, what’s that? – The travel industry at large has underinvested in data-driven innovation for decades. The result is clunky systems that don’t talk to each other, ridiculous manual processes and customer frustration at every turn.

A business model that prioritizes itself over customers

Let’s be clear: TMCs need to make money. That’s not the problem, the problem is how they make it. With wafer-thin margins, most TMCs rely on outdated revenue models that prioritize volume over value. The business is built on servicing transactions, not solving problems.

The result is that clients get a mess of hidden fees, bloated service agreements and RFP-driven contracts that are optimized for compliance, not efficiency.

The most glaring example is expense management. Look at how TMCs handle post-trip reconciliation. Instead of real-time, artificial intelligence-powered analysis, they rely on cumbersome legacy systems that still require manual audits. Companies bleed money through inefficiencies, and TMCs don’t care — because fixing it isn’t profitable.

Time for revolution not evolution

The TMC industry loves to talk about “evolution.” They tweak policies, adjust service models and occasionally slap artificial intelligence onto an RFP response. But evolution isn’t enough, what’s needed is a full-scale revolution:

• Kill the outdated booking engines – build or integrate dynamic, API-driven platforms that work across all channels—not just GDS-based inventory.
• Automate multi-conditional policies – no more static rule sets. Use AI-driven workflow engines instead to handle complex approval processes seamlessly.
• Real-time expense integration – expense tracking needs to be instantaneous, not post-trip. AI should flag violations before they happen, not months later.
• Public and private data us – TMCs need to leverage all available data to provide proactive recommendations, predict disruptions and automate routine decisions.

TMCs had their chance to innovate through evolution. They failed. Now, they either embrace revolution — or watch as new entrants from AI-driven platforms to corporate DIY solutions, render them obsolete.

The travel management world has changed. Mergers of large inefficient Goliaths is not the answer. TMCs must either reinvent themselves or get out of the way.