Transport typically consumes 5–7% of a company’s revenue. For a company with €5 million in revenue, that means annual costs of €250,000–€350,000. Yet many businesses say, “We have a good transport partner, no need to tender.”

But what is the real price of a “good transport partner” if the rates are no longer competitive? Many companies believe they have good rates, but tenders often reveal there’s still room for improvement.

Why isn’t a good partner always enough?

Business changes constantly, but transport contracts often remain the same for years. Products, routes, volumes, and customers evolve — but the transport partner stays the same “because it has always worked well.”

The issue is not that your current partner is bad. The issue is that you don’t know if it’s still the best option for your current needs. The truth is, no single provider is best in all areas.

Who actually needs to tender?

Tendering benefits all companies. Those in manufacturing or technical wholesale, operating internationally, or using one main partner for all transports tend to see the greatest savings. In these cases, transport needs evolve rapidly, but contracts may become outdated.

Surprisingly, the biggest savings are often found in companies that are sure they already have “optimal solutions.”

Why the reluctance to tender?

The same arguments are heard again and again:

  • “We have good transport partners, no need to change.”
  • “You can’t get better rates than we do.”
  • “We’ve always handled this ourselves.”

In reality, these are often defense mechanisms. Especially when a company is underperforming or unprofitable, resistance to improving cost-efficiency is puzzling.

Silent tendering reveals the truth

When a company claims it doesn’t need to tender, the best approach is silent tendering. This allows you to check how competitive your current provider is — without needing to replace them.

In centralized models where one provider handles all transports, there are almost always opportunities to optimize. You don’t need to replace your current partner — just bring in competitors for certain routes or product types.

This approach maintains good relationships while giving insight into the market situation.

Timing is everything

Tendering should be done regularly, but timing matters. Avoid tendering during transport market disruptions, capacity shortages, major internal changes, or peak seasons when prices are highest.

The best time is during calmer periods when carriers have time and interest to compete for your business.

An investment in the future

Optimizing transport costs is a strategic investment in business development — not just cost-cutting. The savings can be reinvested in product development, marketing, or other growth initiatives.

Regular tendering keeps your costs under control and ensures you’re paying market prices for services.

Next time you review your transport contracts, don’t ask “why tender?” — ask “why not?”