Travel budgets are not shrinking, but the tolerance for inefficiency is vanishing. As global markets face rising protectionism and an era of autonomy, corporate travel has shifted from a simple line item to a currency for operational discipline even as it targets multiple goals.
Travel budgets remain resilient in 2026, but CFO pressure on savings is intensifying.
A control gap emerges as companies manage spend retrospectively, turning leakage into structural cost.
76% of procurement teams now rank savings as their priority amid global economic tension.
A recent GBTA poll shows that 84% of corporate buyers expect travel spend to increase or remain flat in 2026, with an average uplift of 12% among those increasing spend. Clearly, companies see the need to get sales, account managers and executives on the road to pitch prospects, enhance client relationships, etc.This growth comes with a catch: 70% of corporate buyers are concerned about the affordability of travel. Cost is now the number one priority for operations. Internal data confirms this shift, as 76% of procurement teams say savings is their top priority, driven by a mandate to slash costs by at least 3.6%. This paradox of “more travel” and “save on travel costs” has never been more vexing.
The Decision Latency Trap
This massive pressure for savings reveals a structural weakness: the hidden control gap caused by decision latency. In most organizations, relevant data is fragmented across booking tools and legacy payment systems. Reporting arrives late, explaining what happened rather than what could have been avoided.
This retrospective management turns travel leakage (aka travelers not using preferred suppliers and/or inefficient service scenarios) into a permanent tax on P&L. Currently, 39% of travel buyers identify leakage as a top operational challenge. By the time deviations show up in quarterly reviews, costs are already locked in, governance turns into raw cleanup, with leaders too often lamenting “the way things are”
Such situations are no longer acceptable. Thankfully, trailblazing companies are seizing AI and other advanced tech to re-write the playbook.
Real-Time, AI-Driven Steering as the New Standard
More companies are altering their operating model toward real-time steering to close gaps. Transparency is the only prerequisite to effectively leverage and optimize cost. At HRS, we see a two-layer model emerging: a decision layer that interprets live program data with tailored recommendations, and an execution layer that applies actions directly across travel booking and payment.
This logic defines the HRS Copilot and Connect ecosystem. The impact is measurable. Lighthouse projects demonstrated that companies can reduce actual spend by 4.5% while simultaneously cutting CO2 emissions by 30%.
The ability to close the loop between decision and outcome is no longer a luxury. In 2026, the time delta between insight and action is now a material financial factor.
Contact Info:
Name: Gianmarco
Email: Send Email
Organization: Xraised
Website: http://www.xraised.com
Release ID: 89183399
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