FCM Consulting, part of FCM Travel, has released a report that sets out four gaps that travel programmes should close in 2027 to enable travel managers to show the ROI of a business trip.
The report, Trends & Strategies for H1 2027, shows rising travel costs, uneven programme compliance and growing use of AI are creating fresh challenges for travel managers.
According to FCM’s data, economy air fares are up around 21% so far this year, and FCM Consulting expects fares to keep rising into 2027 as airlines pass on higher fuel costs.
“Every business trip is an investment in a customer, a deal or a team,” said Jo Lloyd, Chief Customer Officer, FCM Travel.
“When travel managers can show senior leaders why each trip happens and what it delivers, managed travel is seen as a strategic asset, and it’s easier to invest in the trips that matter. Our job is to help clients build that case.”
The report identifies four areas where travel programmes can improve:
The articulation gap
Many corporate travel programmes remain heavily focused on reporting spend, savings and policy compliance, while failing to capture the business purpose behind trips.
According to FCM Consulting, this makes it difficult for travel managers to demonstrate how travel investment supports wider organisational objectives.
The report recommends incorporating a simple set of business-focused trip purpose categories into the booking process, enabling travel data to be aligned more closely with corporate priorities and ROI measurement.
The AI governance gap
As AI becomes more deeply embedded in corporate travel technology, governance frameworks are struggling to keep pace.
The report warns against allowing AI systems to make compliance decisions without appropriate oversight. Instead, buyer organisations are encouraged to ensure AI tools are supported by clear governance processes, with responsibility, auditing and escalation procedures defined in supplier contracts.
FCM Consulting’s Strategy Lead, Felicity Burke, said travel programmes should adopt a “fail-safe by default” approach, ensuring decisions are referred to a human when compliant options cannot be identified.
The contracted versus real gap
Negotiated supplier agreements only deliver value when travellers use them.
FCM data suggests a significant proportion of travellers continue to book outside policy or bypass approved tools altogether, reducing the effectiveness of supplier negotiations. The report argues that programme performance should be measured against the rates actually achieved rather than simply the rates contracted.
With hotel pricing beginning to level out globally, travel buyers may find it easier to identify where leakage and missed savings opportunities are occurring.
The disruption readiness gap
Travel disruption remains a persistent challenge for corporate travel programmes.
The report highlights reduced airline capacity in parts of the Middle East, ongoing flight delays and longer airport processing times linked to border control changes as examples of the pressures facing travellers.
FCM Consulting argues that traveller preparedness and programme visibility are becoming increasingly important. It recommends ensuring employees understand rebooking procedures and know where to seek assistance when plans change.
The report also highlights the risks associated with unmanaged hotel bookings, suggesting that compliance should be viewed not only as a cost-control measure but also as a traveller-tracking and risk-management tool.
