Across Europe, shippers are entering the 2026 tender cycle with a very different mindset. After two years of unstable capacity, fluctuating fuel adjustments, pressure from CO₂ reporting rules, and inconsistent carrier performance, traditional annual tendering no longer provides the stability it once promised. RoadFreightCompany sees a clear shift: companies now prioritize flexibility, operational transparency, and shared risk models over the lowest price.
The main reason tender strategies are changing is the volatility of transport networks. Fixed-rate contracts became unreliable as lead times fluctuated and corridor congestion made routing unpredictable. When a supplier commits to transit times that depend on corridors frequently affected by labor shortages, weather disruptions, or border delays, penalties accumulate quickly. Many shippers discovered that chasing the lowest FTL or LTL rate often resulted in higher total logistics costs due to rebooking, demurrage, and missed delivery windows.
Technology has also changed expectations. With real-time tracking and TMS integrations becoming standard, shippers want performance-driven contracts where data is the basis for accountability. RoadFreightCompany increasingly receives requests for tenders where KPIs are tied not just to punctuality but to communication responsiveness, ETA accuracy, and exception-handling efficiency. Pure price-based competition is being replaced by service-based differentiation.
Another driver is the fragmentation of carrier capacity. Mid-sized providers specializing in regional routes are gaining importance because they deliver more predictable performance on specific corridors than large pan-European carriers stretched across many markets. As a result, shippers are abandoning the idea of one large provider and shifting toward multi-carrier frameworks. RoadFreightCompany has seen many clients reduce exposure to single-carrier dependency and adopt micro-tendering – awarding specific lanes to providers who demonstrate the highest corridor expertise.
Sustainability rules add another layer of complexity. With the expansion of the EU Emissions Trading System and the rise of CO₂ reporting obligations, shippers are looking for partners who offer transparent fuel tracking, modal alternatives, and documented emission calculations. This changes the structure of tenders: instead of cost-per-kilometer, contracts now include carbon-adjusted cost models and commitments to yearly efficiency improvements. Without this capability, carriers are increasingly excluded from competitive bids.
The most significant strategic shift is the move toward continuous tendering. Many companies now launch quarterly or semi-annual mini-tenders to adjust to current market conditions rather than relying on one annual process. This approach allows them to lock in favorable rates when capacity is high and renegotiate when circumstances change. RoadFreightCompany supports several clients using rolling tenders paired with corridor intelligence, ensuring that contract terms match real-time operational conditions.
The tender landscape is no longer defined by price, but by adaptability. Shippers want partners who can navigate uncertainty, maintain performance when conditions deteriorate, and provide visibility into what is happening on the ground. For carriers and logistics providers, this means building stronger operational discipline and offering more transparent, data-driven reporting.
As 2026 approaches, companies that update their tender strategies to reflect a more dynamic market will gain faster response times, more resilient supply chains, and better cost predictability. Those who stick to traditional annual tendering risk repeating the disruptions of the past two years.
RoadFreight Company continues to help clients reshape their procurement approach – aligning tenders not with static expectations, but with how European logistics actually operate today.