The travel buyer’s guide to navigating NDC with confidence

New Distribution Capability (NDC) is transforming how airline content is distributed and consumed across the global travel ecosystem. For travel managers, travel bookers, and procurement leaders, this shift marks one of the most significant changes in decades, unlocking new value while introducing new operational considerations.

This blog unpacks the key insights from our recent eBook into a practical, forward-looking overview to help corporate travel programs navigate the next era of air distribution.

What is NDC, and why is it reshaping air distribution?

Historically, corporate air content has flowed through EDIFACT, a system built well before the Internet era. While reliable, it limits transparency, flexibility, and the ability for airlines to retail their products in a modern way.

NDC, introduced by IATA, replaces this static approach with a dynamic, XML-based data standard that gives airlines more control over how their content is presented. This shift enables:

• richer, retail-like offers including bundles, ancillaries and loyalty perks
• more personalised content delivered into corporate booking tools
• dynamic pricing rather than fixed fare filings.

Industry momentum is accelerating. Corporate NDC bookings grew 500% between 2022 and 2024 according to research from Garner and Accelya. Additionally, NDC transactions accounted for nearly 20% of Airlines Reporting Corporation (ARC) settled transactions in February 2025, which was a 7% increase year-on-year. Also, Early CTM data* also showed ~8.68% average savings per ticket in some markets.

These trends signal that NDC is no longer experimental; it’s becoming an essential part of airline retailing and corporate travel strategy.

The potential of NDC for travel managers, bookers and travellers

For travel managers and bookers

NDC opens the door to more flexible, value-based contracting and better control over program performance.
Benefits include:

• access to richer fare bundles and transparent shopping
• reduced out-of-channel leakage as relevant content surfaces inside approved tools
• the ability to design smarter supplier agreements based on total value rather than base fares alone.

For travellers

Travellers experience a more intuitive, consumer-like journey.

• Loyalty recognition and personalised offers
• Clearer visibility of ancillaries, upgrades and inclusions
• A more seamless shopping experience within the tools they already use

This may lead to higher satisfaction without compromising policy compliance.

NDC in practice: progress, challenges and what to expect

NDC is still evolving, and adoption varies across airlines and regions. Today’s biggest developments include:

• servicing improvements (changes, cancellations, refunds)
• workflow alignment with booking, approval and duty of care systems
• expanding airline participation and closing functional gaps.

However, some challenges remain such as:

• limited functionality in servicing or ticket credit handling in certain markets
• additional manual processes for some NDC transactions
• variations in content availability across channels.

Think of NDC as a marathon, not a sprint. Corporate programs should expect incremental progress, not instant transformation.

Does NDC deliver savings? What early data shows

Early results indicate strong potential, but savings depend on route mix, timing, and airline strategy.

Example: Australia 

On high-volume domestic routes (Sydney–Melbourne–Brisbane), NDC fares delivered an average ~9.03%* saving compared to EDIFACT.

Additional benefits include:

• avoiding EDIFACT surcharges
• access to exclusive bundles, ancillaries or loyalty perks
• dynamic offers that occasionally price below legacy content.

Travel managers should view NDC as a value-unlocking tool, not a blanket discount mechanism. Technology maturity, servicing capability and program design will influence net outcomes.

Technology’s role: the bridge between promise and practice

NDC cannot succeed in corporate travel without strong technology enablement. Airlines can supply content and GDSs can aggregate it, but booking tools and servicing platforms determine whether corporates can actually use it.

Key requirements include:

• integrated content workflows combining NDC and non-NDC fares
• reliable servicing (changes, cancellations, disruptions, credits)
• automation and reporting that flow into duty of care, analytics, policy controls
• user-friendly interfaces that mirror consumer expectations.

CTM’s early integration of live Qantas NDC content into the Lightning OBT is one example of how booking tools can bring NDC into a seamless corporate workflow.

What’s next? The future of NDC

The industry is moving through three key phases:

Short term 

• Closing servicing gaps
• Increasing airline adoption globally
• Improving ticket credit management 

Medium term 

• Enhanced content (extras, status credits, ancillaries)
• Greater functional consistency across airlines
• Faster fare adjustments

Long term

• A fully retail-like booking experience
• Legacy systems phased out
• Personalised offers delivered without added complexity

NDC is not the destination, it’s the path to modernising airline retailing. Programs that stay proactive will be best placed to unlock its full value.

How travel managers can prepare now

• Monitor savings, servicing performance and credit utilisation
• Assess airline mix to identify quick-win opportunities
• Stay aligned with your TMC on current capabilities and upcoming releases
• Stay informed as airline adoption expands and functionality matures

With the right strategy, NDC can enhance traveller experience, unlock new savings, and modernise your program’s contracting approach.

 

*CTM NDC booking data July – October 2025