# Peter Tull

Peter Tull is an independent procurement and supply-chain consultant who works on sustainable procurement, sustainability reporting, supplier value chains, and procurement leadership. His posts describe advisory and training work, as well as interim procurement leadership.

- Profile: https://b2binfluencer.marketing/creators/peter-tull/
- LinkedIn: https://www.linkedin.com/in/petertull72
- LinkedIn followers: 1,339
- Topics: leadership, supply-chain
- Based on 13 dated posts, latest 2026-04-09

## Summary

Practical sustainable procurement and CSRD/CSDDD advice for training, advisory and interim leadership work.

- Best for: A procurement training company or Nordic workshop on CSRD, CSDDD and value-chain expertise.
- Not for: Sponsored content, affiliate arrangements, brand ambassadorships, or deals requiring reach and engagement commitments.
- Check first: Confirm available work models, rates, audience analytics and sponsorship policy before contacting them.

### Takeaways

- Procurement should collect value-chain data CSRD requires, not wait to be asked.
- Do not rank social risks like forced labour by supplier spend.
- Failure points are governance, stakeholder analysis and data flow, not the form.

## Main ideas

- **Procurement should collect the value-chain data CSRD reporting requires, not wait to be asked**: Peter Tull argues that sustainability reporting under the EU's Corporate Sustainability Reporting Directive needs upstream value-chain information that procurement is positioned to supply. They point to procurement's access and responsibility: it already holds supplier relationships, negotiates contracts and can see across tiers. It should therefore sit in ESG decision-making forums, map and risk-assess value chains, engage stakeholders, contribute to a double materiality assessment, and revise the supplier code of conduct. Reporting is not a detached paperwork exercise for sustainability staff; it depends on supplier-management decisions procurement makes anyway.
- **Don't rank social risks like forced labour by how much money is spent with a supplier**: This is Peter Tull's sharpest and most distinctive position, and it runs against a common procurement habit. Value-chain work is often prioritised using Pareto-style logic, concentrating effort where spend is largest. They argue that social risks rarely track money or value, so that logic misleads. If a product has been made with forced or child labour, the contract size is irrelevant; what matters is that the wrong supplier was chosen. Procurement is responsible for ensuring that approved suppliers, and all sub-suppliers up to the cradle, act responsibly and follow the supplier code of conduct.
- **The recurring failure points are governance, stakeholder analysis and data flow—not the reporting form itself**: Peter Tull returns repeatedly to five areas where companies stall: unclear sustainability governance, poor value-chain visibility, no clear method for stakeholder analysis, double materiality analysis without meaningful stakeholder engagement, and no effective data-collection strategy. These gaps are connected: governance decides who acts, stakeholder engagement informs the materiality judgment, and the data strategy determines whether supplier information arrives in a usable form.
- **Turn sustainability requirements into a staged 3, 6 and 12-month action plan**: Rather than treat CSRD and the Corporate Sustainability Due Diligence Directive as a single compliance deadline, Peter Tull frames them as a sequence of decisions for procurement leaders to prioritise over time. A company first establishes where it stands, then commits to activities at set horizons, turning an abstract directive into something a procurement chief can schedule and track.
- **Training is delivered with partners, with language and audience chosen deliberately**: Peter Tull's work goes beyond advisory writing: several posts describe courses and workshops built with collaborators for procurement and sustainability teams. The approach brings the two groups into a shared frame and draws on complementary expertise. They also publish in Swedish for Nordic procurement leaders and in English for other audiences, tailoring the material to its intended reader.
- **In 2025, the profile widened from sustainability reporting to hands-on procurement leadership**: The material shows a shift from advisory and CSRD-focused posts toward operational procurement work. Peter Tull's year-end account describes running procurement and supply chain functions, merging teams, setting strategy for a permanent successor, and working on sourcing and due diligence. Reporting and training remain part of the picture, alongside a broader commercial procurement practice. For readers assessing their fit, the latest evidence is about doing the job, not only advising on it.
- **Credit the collaborators: John Sorber and Embedded Skills appear as partners**: Two posts describe joint work rather than Peter Tull's own argument. The Embedded Skills training and the John Sorber collaboration are presented as co-developed offers; the posts do not record those partners' individual views, so nothing should be attributed to them as arguments. The practical detail of the John Sorber collaboration sits in an attached document that is not part of the available material, so its content cannot be described.

## Work to read

- [A procurement readiness checklist for CSRD reporting](https://www.linkedin.com/posts/petertull72_is-your-procurement-function-ready-to-contribute-activity-7235874022452805632-pu_8)
- [Procurement as the corporate wardrobe for CSRD](https://www.linkedin.com/posts/petertull72_clothing-your-company-with-honest-sustainability-activity-7197823290659237888-oRTf)
- [Tull Advisory’s sustainable procurement subscription packages](https://www.linkedin.com/posts/petertull72_sustainable-procurement-leadership-subscriptions-activity-7207955091952136192-jnfh)
- [Two years of independent consulting: 2025 work log](https://www.linkedin.com/posts/petertull72_wrapping-up-my-second-year-as-an-independent-activity-7409193237317509120-GNm8)
- [Sustainable procurement training with Embedded Skills](https://www.linkedin.com/posts/petertull72_har-ert-f%C3%B6retag-utmaningar-med-att-hantera-activity-7149658212487553024--53x)
- [ESG gap analysis for procurement leaders](https://www.linkedin.com/posts/petertull72_esg-gap-analysis-activity-7157318798964895744-4apN)

## Brand relationships

- **Tull Advisory & Consulting** (disclosed_partnership)
- **Embedded Skills** (disclosed_partnership)
- **John Sorber** (disclosed_partnership)

## Partnerships

Peter Tull’s posts describe no sponsored-post placements, affiliate arrangements, or brand-collaboration formats. Instead, they show how Tull Advisory & Consulting sells work: a fixed training session, a year-long advisory subscription, a two-week gap-analysis project, and interim procurement leadership. A training company planning a sustainable procurement workshop should treat these as the available engagement models, not as a media kit. Ask directly about rates, audience, sponsorship policy, and partnership options; the only priced offer described dates from 2024.

## Alternatives

- Thomas Palm: Consider Thomas Palm if the workshop focuses on product carbon footprints, supplier data, and connecting compliance with sustainability systems. In a post about Ford’s Kuga, Thomas explains why most of a vehicle’s footprint arises upstream and describes using primary supplier data. Another post argues that compliance and sustainability teams can reuse shared material and supplier data instead of maintaining separate systems. That gives buyers concrete material for a workshop on product-level data and cross-functional coordination.
- Dunstan Allison-Hope: Consider Dunstan Allison-Hope if the buyer wants a workshop centered on human-rights due diligence and how regulation can drive accountability. In one post, Dunstan discusses the relationship between the EU AI Act, CSDDD, and human-rights assessments; in another, they comment on specific changes in revised sustainability reporting standards. Those examples offer a more regulation- and human-rights-focused perspective than Peter Tull’s procurement-readiness checklist.

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AI-assisted summary of public posts. Audience demographics are not available. Engagement appears only where we checked recent posts. Method: https://b2binfluencer.marketing/methodology/