How a strategic review improved planning performance and reduced travel costs

Rising airfares, changing airline networks, and ongoing geopolitical disruption have made crew travel more complex than ever. As a result, many cruise operators are finding it increasingly difficult to distinguish between market pressures and internal factors that may be driving travel costs higher. During a routine business review with a North American cruise operator, ATPI uncovered an issue that was quietly increasing travel spend. The cause wasn’t airline pricing. It was a subtle shift in booking behavior. 

The challenge 

Since the beginning of the partnership, ATPI and the client had worked together to establish processes, planning disciplines and booking behaviours designed to maximise advance purchase opportunities and control travel costs. 

During a quarterly review, both teams observed a gradual decline in advance purchase performance. More crew travel was being booked closer to departure, reducing access to lower fares and increasing overall travel costs. Rather than attributing the trend to external market factors alone, the teams reviewed the established processes and planning patterns together. 

The review identified that an experienced shore-based travel coordinator had recently moved into a different role. While the processes remained in place, the change had unintentionally affected planning timelines and booking behaviour across the operation. 

The solution 

Working collaboratively, ATPI and the client reviewed workflows, approval processes, and elements of the travel policy. Together, they introduced a hybrid booking model that gave senior crew members and onboard pursers greater responsibility for initiating travel requests through an approved self-service process, while ATPI specialists continued to manage complex itineraries, policy compliance, and disruption support. At the same time, approval workflows and booking timelines were refined to encourage earlier planning without compromising operational control. 

The outcome 

Early results have been extremely encouraging. Advance purchase performance improved significantly, helping restore cost efficiencies that had gradually eroded over time. Perhaps more importantly, the project reinforced the value of true collaboration between the cruise operator and its travel management partner. By maintaining shared objectives, regularly reviewing performance together, designing practical solutions and continuously sharing operational insights, both teams were able to identify the root cause of the issue and implement an effective response. The result was not only improved booking performance, but a more resilient and sustainable crew travel programme for the future. 

Key takeaway 

When travel costs rise, the cause isn’t always found in the airfare. Some of the greatest opportunities for improvement are hidden within processes, workflows, and day-to-day operational practices. That’s why effective crew travel management requires more than booking flights. It requires visibility, expertise, and the ability to uncover issues that might otherwise go unnoticed.