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.
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.
Key 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.
Check first: Confirm available work models, rates, audience analytics and sponsorship policy before contacting them.
Main ideas
Procurement should collect the value-chain data CSRD reporting requires, not wait to be asked · Don't rank social risks like forced labour by how much money is spent with a supplier · The recurring failure points are governance, stakeholder analysis and data flow—not the reporting form itself
Audience
1,339 on the profile at the time of observation LinkedIn followers · Seven posts dated 28 January 2024 to 23 December 2025 Post publication span
Sustainable procurement and CSRD training session · Advisory subscription for a procurement or sustainability director · ESG and sustainable procurement gap analysis
Peter Tull is an independent procurement and supply-chain consultant whose public work focuses on sustainable procurement, supplier value chains, and procurement’s role in sustainability reporting.
They explain how procurement teams can help companies prepare for CSRD and CSDDD: map suppliers across tiers, bring procurement into ESG decisions, engage stakeholders, contribute to double materiality assessments, and collect supplier data.
Their 2025 work summary also describes interim procurement leadership, category-management training, pharmaceutical equipment sourcing, and M&A due diligence.
Follow their work for practical links between sustainability goals and the procurement decisions, supplier relationships, and organizational changes needed to act on them.
Tull treats procurement as an active steward of the value chain, not just a buyer or reporting support function.
They argue that procurement’s supplier knowledge can reveal activities across supplier tiers and help gather reporting data; they also warn that social risks such as forced or child labour should not be ranked by spend.
The advice goes beyond a general call for ESG reporting: teams should examine who is involved in making products and what risks may be hidden upstream.
Their checklists and training posts translate this view into practical work, while a 2025 reflection shows their broader work in procurement operations and leadership.
Peter Tull argues that procurement teams, not just sustainability or finance staff, should take responsibility for the value-chain data demanded by new EU sustainability rules.
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Procurement already holds supplier relationships, contract levers and tier visibility, making it the practical place to gather evidence and change supplier behaviour.
Two ideas recur most insistently: procurement should join ESG decision-making and double materiality work from the start, and social risks such as forced labour cannot be ranked by spending size.
Around that core, they offer readiness checklists, an ESG gap analysis with 3, 6 and 12-month actions, and co-delivered training.
Their most recent post shows a broader mix of interim procurement leadership, category management and due diligence alongside reporting and training.
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.
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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.
A post opening "Is your Procurement function ready to contribute to your company's sustainability agenda and provide the mandatory upstream value chain data for the upcoming CSRD reporting?" sets out five starting activities: include procurement in decision-making and ESG governance; map and analyse upstream value chains and apply risk-analysis tools; engage internal and external stakeholders; contribute to a double materiality assessment; and update the supplier code of conduct to cover materiality risks, require ESG data from suppliers, and link supplier action to value-chain targets.
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.
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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.
A post that frames CSRD as clothing a company in a "corporate wardrobe" explains that new rules force firms to consider the whole value chain and recommends risk analyses drawing on biologists, HR specialists and environmental experts. It advises against applying the Pareto rule to social topics, using forced and child labour to show why spend size gives no guidance.
The same argument appears in two posts: once as a warning in the value-chain explanation, and again in the recommendation that supplier codes cover double materiality risks and require ESG data from suppliers.
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.
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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.
One post lists the five shortfalls and presents them alongside three paid subscription tiers designed to address them, from monthly coaching through workshops to a two-week gap analysis. A separate post urges procurement to bring value-chain information into the double materiality assessment and join ESG decision forums rather than leave the assessment to another function.
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.
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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.
A Swedish-language post asks procurement leaders which activities should take priority to increase the impact of ESG work. It describes a gap analysis linked to CSRD and CSDDD that establishes the current state and identifies activities for 3, 6 and 12 months to drive change and capture sustainability and procurement opportunities.
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.
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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.
A Swedish post announces sustainable procurement training created by Tull Advisory & Consulting with Embedded Skills.
Focused on CSRD and CSDDD from a procurement perspective, it shows how the two teams can meet requirements, reduce supplier value-chain risks and lead on securing new and more sustainable deals.
A separate short English post summarises a collaboration with John Sorber on solutions for procurement and sustainability functions and points to an attached document.
The year-end reflection confirms that the training offer was delivered in 2025, listing sustainable procurement training and category management training among the year's work.
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.
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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.
The 2025 reflection lists sourcing CAPEX equipment for pharmaceutical production through cross-functional and end-customer collaboration; supporting M&A due diligence by assessing target companies' sustainable procurement practices; serving as interim head of procurement and supply chain while merging three teams into one and setting a new strategic direction before handing over; and an ongoing interim head of procurement assignment building strategy and organisation for growth.
Credit the collaborators: John Sorber and Embedded Skills appear as partners
Two posts describe joint work rather than Peter Tull's own argument.
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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.
The English post on the John Sorber collaboration is a short summary with an attached document; the Swedish Embedded Skills post directs readers to a link in the comments. Ask for the attached document or link to assess the offers' details.
This is the clearest starting point for readers asking whether Peter Tull sees procurement as a leader in CSRD readiness, rather than a support function.
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The post answers with a practical checklist.
This post addresses whether procurement is ready to provide the upstream value-chain data required for CSRD.
It offers five starting activities: include procurement in decision-making and ESG governance; map and analyze upstream value chains; engage internal and external stakeholders; contribute to a double materiality assessment; and update the supplier code of conduct to cover materiality risks, require ESG data from suppliers, and link supplier action to value-chain targets.
It closes with an offer of gap analysis, training, and change management.
For brands planning a campaign
A workshop can open by having attendees score themselves against five activities. The list maps directly to an assessment or half-day diagnostic before teaching value-chain mapping and supplier-code updates.
This post answers what makes Peter Tull’s value-chain perspective distinctive: procurement is accountable for approved suppliers and sub-suppliers up to the cradle, not just for spend.
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Peter Tull argues that CSRD reporting forces companies to consider the total value chain, and that procurement has the supplier knowledge and relationships to gain transparency across tiers and collect the right data.
The post uses a corporate wardrobe metaphor: companies will have to wear clothes they had not chosen because they are the only ones allowed.
It warns against applying the Pareto rule to social risks: forced or child labour matters regardless of spend.
It closes with supplier development to reduce negative impacts and seize opportunities.
For brands planning a campaign
Use it as a workshop segment on risk analysis beyond spend. The forced-labour example offers a concrete decision rule: some social risks cannot be ranked by financial value, changing how participants assess supplier tiers.
This post shows how Peter Tull packages advisory and training support, including what a company can buy.
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It helps readers judge whether a workshop would stand alone or form part of a wider subscription model.
This post presents Tull Advisory & Consulting’s five common gaps in corporate ESG work: sustainability governance, value-chain visibility, stakeholder analysis, double materiality with stakeholder engagement, and data collection.
It then describes three Sustainable Procurement Leadership subscriptions: Silver includes monthly coaching and one training session; Gold adds workshops on governance, double materiality, value-chain analysis, and data collection; Platinum adds a two-week ESG and sustainable procurement gap analysis with interviews and a 12-month roadmap.
It also advertises a summer discount.
For brands planning a campaign
A workshop proposal should complement, not duplicate, these packages. The Silver-to-Platinum structure offers clear entry points: a short workshop can lead to a Gold-style deep dive or a Platinum gap analysis.
This is the clearest account of what Peter Tull has delivered recently.
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Newcomers can see the mix of training, interim leadership, category management, and due diligence before reading individual posts.
In a year-end reflection, Peter Tull marks a second year as an independent consultant.
The 2025 highlights include sourcing CAPEX equipment for pharmaceutical production through cross-functional and end-customer collaboration; delivering sustainable procurement training to help clients prepare for CSRD and CSDDD reporting; serving as interim head of procurement and supply chain while merging three teams into one and setting a new strategy; supporting M&A due diligence on sustainable procurement practices; conducting category management training and coaching; and an ongoing interim head of procurement assignment focused on strategy and organization for growth.
The post looks ahead to 2026.
For brands planning a campaign
For a procurement training company, this demonstrates training delivery and operating experience. It supports a workshop proposal combining practical exercises with examples from interim leadership, M&A, and pharma CAPEX sourcing.
This post shows that Peter Tull has already built and co-delivered CSRD/CSDDD training.
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It also outlines the audience and framing for the offer.
A Swedish post announces sustainable procurement training developed by Tull Advisory & Consulting with Embedded Skills, focused on CSRD and CSDDD from a procurement perspective.
It says the training shows how procurement and sustainability teams can meet requirements, reduce supplier value-chain risks, and lead in securing new and more sustainable deals.
It directs readers to a link in the comments or a LinkedIn direct message.
For brands planning a campaign
This is useful evidence for a workshop targeting both procurement and sustainability teams. Co-delivery with Embedded Skills suggests a partner-led format may be familiar, while the Swedish language points to a regional delivery option.
This post shows what a diagnostic engagement with Peter Tull looks like and how they turn sustainability requirements into a procurement action plan.
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A Swedish post asks procurement leaders which activities to prioritize for greater ESG impact from a sustainability and procurement perspective.
It says Tull Advisory & Consulting has developed an ESG gap analysis linked to CSRD and CSDDD, establishing the current state and the activities a company needs to carry out at 3, 6 and 12 months to drive change and capture sustainability and sustainable procurement opportunities.
It invites readers to contact Peter Tull on LinkedIn.
For brands planning a campaign
This provides a ready-made time horizon for a workshop or assessment follow-up. A training company can propose a 3, 6 and 12 month action plan as the workshop output, with the gap analysis as a paid next step.
Communication formats and a broader procurement leadership profile7
Sustainable procurement and EU reporting readiness (CSRD and CSDDD)3
Training, capability building, and co-delivery3
Value-chain transparency and supplier oversight, including social risk2
Double materiality, governance, and data collection as recurring gaps2
Interim procurement leadership and organizational change1
Category management, CAPEX sourcing, and M&A due diligence1
Sustainable procurement and EU reporting readiness (CSRD and CSDDD)
Across three posts, Peter Tull connects procurement to CSRD and CSDDD.
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One asks whether procurement is ready to provide the mandatory upstream value-chain data required for CSRD, then lists key activities: involving procurement in ESG decision-making, mapping and analysing value-chain risks, engaging stakeholders, participating in a Double Materiality Assessment, and updating the Supplier Code of Conduct.
A Swedish post describes a Tull Advisory & Consulting ESG gap analysis that establishes the current state and activities for the next 3, 6, and 12 months.
Another Swedish post describes sustainable procurement training developed with Embedded Skills, focused on how procurement and sustainability teams can meet CSRD and CSDDD requirements, reduce supply-chain risk, and pursue more sustainable business.
Readiness checklists, gap analysis, and co-delivered training.
For brands planning a campaign
A workshop can focus on CSRD and CSDDD readiness, using a procurement-specific gap analysis and a 3–6–12-month action roadmap.
Value-chain transparency and supplier oversight, including social risk
In a detailed post, Peter Tull uses a corporate wardrobe metaphor to explain CSRD’s total-value-chain scope.
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They argue that procurement has the supplier relationships and knowledge to gain transparency across upstream tiers and collect the data CSRD requires.
Procurement is responsible for ensuring approved suppliers and sub-suppliers up to the cradle act responsibly and follow the supplier code of conduct.
The post recommends risk analyses involving varied competencies and cautions against using the Pareto rule for social topics: forced or child labour matters because the wrong supplier was chosen, not because of spend size.
A separate post says supplier codes of conduct should cover double-materiality risks, require ESG data, and clarify value-chain ESG targets.
Value-chain mapping, cross-competency risk analysis, and supplier-code revision.
Peter Tull cautions against applying Pareto principles to social-risk assessment.
For brands planning a campaign
A workshop can cover tier mapping, social-risk screening that is not spend-based, and practical supplier-code updates. For a procurement training company, this translates CSRD requirements into supplier-management decisions.
Double materiality, governance, and data collection as recurring gaps
In one post, Peter Tull identifies five areas where companies fall short in ESG efforts: sustainability governance structure, value-chain visibility, stakeholder analysis, double materiality analysis with stakeholder engagement, and data-collection strategy.
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A separate post calls on procurement to contribute value-chain information and data to the Double Materiality Assessment and to take part in ESG decision-making forums. Together, the posts call for connecting governance, stakeholder engagement, and supplier data rather than treating reporting as a standalone finance or sustainability task.
Five-area diagnostic, stakeholder engagement, and data-collection strategy.
For brands planning a campaign
A workshop can start with a diagnostic across these five areas, then focus exercises on how procurement supplies evidence for double materiality and how to establish data flows.
Peter Tull’s posts present training as a core offer.
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One Swedish post describes sustainable procurement training developed with Embedded Skills for procurement and sustainability teams, focused on CSRD and CSDDD.
The 2025 year-in-review says they delivered sustainable procurement training to help clients prepare for CSRD and CSDDD reporting, and also conducted category management training and coaching.
A short English post summarises their collaboration with John Sorber on transformative solutions for procurement and sustainability functions, with details in an attached document.
Ask for the attached document from the brief John Sorber collaboration post to assess its specific content.
For brands planning a campaign
A workshop proposal can draw on Tull’s training and co-delivery experience, positioning them as a practical instructor for procurement and sustainability teams as well as an adviser.
Interim procurement leadership and organizational change
The 2025 reflection describes two interim leadership assignments.
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In one, Peter Tull merged three procurement and supply-chain teams into a unified structure and set a new strategic direction before handing over to a permanent leader.
The other ongoing assignment focuses on building strategy and organization to support ambitious growth plans while ensuring stability until a permanent leader joins.
These examples sit alongside advisory and training work, showing that their experience includes running procurement functions, not only advising them.
Interim leadership, team merger, and strategy and organization design.
For brands planning a campaign
For a practitioner-focused workshop, this leadership experience can inform modules on operating models, team integration, and making sustainable procurement changes stick.
Category management, CAPEX sourcing, and M&A due diligence
The 2025 reflection lists sourcing CAPEX equipment for pharmaceutical production through cross-functional and end-customer collaboration; supporting M&A due diligence by assessing targeted companies’ sustainable procurement practices; and delivering category management training and coaching.
Read more
These examples add commercial and transactional procurement topics to the sustainability and reporting themes in earlier posts.
Cross-functional sourcing, M&A due diligence, and category management training.
For brands planning a campaign
A workshop can use category management and due-diligence examples to show how sustainable procurement connects to sourcing decisions, cross-functional work, and deal evaluation.
Communication formats and a broader procurement leadership profile
The posts are LinkedIn updates rather than long articles: five in English and two in Swedish.
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Formats include a step-by-step readiness checklist, an extended metaphor about corporate clothing, a structured subscription-package announcement, a short collaboration note with an attached document, and a personal year-in-review. The 2025 reflection adds interim leadership, CAPEX sourcing, M&A due diligence, and category management to the reporting and training themes, suggesting a broader procurement leadership profile in the most recent posts.
Most posts do not show dates. Ask for post dates to establish the sequence of topics.
For brands planning a campaign
Workshop marketing can draw on the checklist and decision-oriented tone, with Swedish-language materials for Nordic procurement audiences. The subscription-package post shows willingness to present packaged offers; ask for pricing details to assess campaign fit.
Peter Tull's posts promote Tull Advisory & Consulting's sustainable procurement advisory, training, and subscription services.
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They also describe work with Embedded Skills on CSRD and CSDDD training and a collaboration with John Sorber on procurement and sustainability solutions. Ask whether they own or work for Tull Advisory & Consulting.
Tull Advisory & Consulting
Disclosed partnership
Peter Tull's posts promote Tull Advisory & Consulting's sustainable procurement advisory, gap analysis, training, and Silver, Gold, and Platinum subscription packages.
Peter Tull's writing sits where procurement meets EU sustainability reporting.
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Start with the CSRD readiness post, which sets out five activities procurement can begin with, then follow the value-chain post on why supplier oversight and social risk do not follow spend size.
The Swedish posts show how the same thinking becomes training, gap analyses and staged 3, 6 and 12-month plans.
A year-end reflection shows a practice that now includes interim procurement and supply chain leadership, category management and due diligence alongside reporting work.
Read the training and gap-analysis material for capability building; read the reflection to see how the ideas are applied inside a procurement function.
Both write about EU reporting and due-diligence rules from the inside: double materiality, CSRD and CSDDD, and how to assess human rights and social impacts rather than treat them as a reporting formality.
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Both also read the standards closely and explain what a specific revision changes for the people doing the work.
Dunstan Allison-Hope works at the level of standards and human rights frameworks, unpacking EFRAG exposure drafts, the UN Guiding Principles and the EU AI Act for a policy- and human-rights-literate audience. Peter Tull stays closer to procurement, covering supplier codes, tier mapping and training, so the practical buyer decision is different.
Both argue that the sustainability data a company needs sits in the supply chain and supplier relationships, and explain why the work has to move from high-level measurement to supplier-level detail.
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Both also describe compliance and sustainability functions as separated inside companies, even though the underlying data is shared.
Thomas Palm explains supplier carbon-footprint data through product-level and software lenses such as Catena-X certification, IMDS and the Ford Kuga example, largely for automotive suppliers. Peter Tull frames the same value-chain problem as a procurement process question, covering governance, materiality, social risk and supplier codes rather than tools and data standards.
Peter Tull's LinkedIn profile showed 1,339 followers on 11 October 2026.
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Their posts address procurement and sustainability practitioners, covering CSRD and CSDDD readiness, upstream value-chain data, supplier codes of conduct, ESG gap analysis, and sustainable procurement training.
Several are in Swedish, suggesting a Swedish or wider Nordic professional readership rather than a general consumer audience.
For a sustainable procurement workshop aimed at procurement and sustainability leaders, the subject fit is strong: the content speaks the buyer's language and covers the buyer's agenda.
To confirm whether the audience includes the right decision-makers, ask for platform analytics or audience survey results covering role, seniority, industry, and geography, plus reach and engagement figures for recent posts comparable to a sustainable procurement workshop, such as the CSRD/CSDDD training and ESG gap-analysis material.
LinkedIn followers
1,339 on the profile at the time of observation
LinkedIn profile follower count · 2026-10-11
Post publication span
Seven posts dated 28 January 2024 to 23 December 2025
Publication dates on the reviewed LinkedIn posts · 2026-10-11
Peter Tull’s posts describe no sponsored-post placements, affiliate arrangements, or brand-collaboration formats.
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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.
Sustainable procurement and CSRD training session
Buyer requirement
A four-hour session for up to five participants from the buying company, covering sustainable procurement, ESG, and procurement’s obligations under the CSRD and CSDDD.
It is available as standalone training or through the Silver subscription.
Tull built a Swedish-language course with Embedded Skills.
For an English session, agree the language, price, and delivery format directly.
Advisory subscription for a procurement or sustainability director
Buyer requirement
A named director who can commit to four hours of monthly coaching over twelve months.
Middle tiers add two tailored four-hour workshops: one on sustainability governance and double materiality analysis, and one on value chain analysis and data collection.
The top tier adds a two-week gap-analysis project.
The posted summer discount required commitment by 15 August 2024 for a September 2024 start.
Ask for current pricing and booking terms.
ESG and sustainable procurement gap analysis
Buyer requirement
Access to current-state documents and internal and external stakeholders for interviews.
The work produces a current-state assessment against ESG, CSRD, and CSDDD, plus an activity plan for 3, 6, and 12 months.
The version bundled into the Platinum subscription covers 30 areas and includes an executive summary report and a 12-month roadmap.
Interim procurement and supply chain leadership
Buyer requirement
An internal mandate to restructure teams and set strategy, with a planned handover to a permanent leader. Documented examples include merging three teams into one structure, category management training and coaching, sourcing CAPEX equipment for pharmaceutical production, and assessing acquisition targets’ sustainable procurement practices during due diligence.
A procurement training company wants to sell procurement and sustainability leaders a practical workshop on CSRD, CSDDD and value-chain expertise, with a Nordic focus.
Reasons
Peter Tull has already built and co-delivered this course. A Swedish post announces sustainable procurement training created with Embedded Skills for procurement and sustainability teams. It focuses on meeting CSRD and CSDDD requirements, cutting supplier value-chain risk and pursuing more sustainable deals. A workshop proposal would build on delivered work, not be a first attempt.
The teaching material already exists in outline. In a post on whether procurement is ready to supply mandatory upstream value-chain data for CSRD, Tull lays out five activities: bring procurement into ESG decision-making and governance; map and analyse upstream value chains; engage internal and external stakeholders; contribute to a double materiality assessment; and update the supplier code of conduct to cover materiality risks, require supplier ESG data and link suppliers to value-chain targets. The list translates directly into a workshop agenda or pre-session diagnostic.
The distinctive teaching point is concrete. Tull argues that procurement is accountable for approved suppliers and sub-suppliers up to the cradle, and warns against applying the Pareto rule to social risks: forced or child labour matters because the wrong supplier was chosen, not because of spend size. That gives the workshop a real decision rule and worked example, rather than a reporting lecture.
The 2025 work log shows training delivery, category management training and coaching, an interim head of procurement and supply chain role merging three teams, M&A due diligence on sustainable procurement practices, and CAPEX sourcing for pharmaceutical production. A trainer who has run procurement functions can answer the operating questions a workshop audience will raise.
There is a natural paid next step. Tull's gap analysis establishes a current-state position and an activity plan at 3, 6 and 12 months; a larger version covers 30 areas and includes an executive summary, detailed report and 12-month roadmap. The workshop can end where that engagement begins.
Agree buying conditions rather than assume them: Tull's posts state no price, language or delivery format for an English session. The only priced offer mentioned is a summer 2024 subscription discount requiring commitment by 15 August 2024, which is stale. Ask for current pricing and English-language delivery terms.
Do not sell this on reach. Peter Tull has 1,339 LinkedIn followers, and the posts include no impression, reach or engagement figures or breakdown of follower roles, seniority, industry or geography. Pitch the workshop on subject fit and delivery record; if the buyer needs proof of who will attend, ask for analytics or a past attendee list.
When to choose a specialist
Poor fit as briefed.
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Brief
A business or consumer brand wants a sponsored-content partnership: paid posts or an ambassadorship promoting its product to a large, measurable audience, with reach and engagement commitments written into the deal.
Reasons
Tull's posts show no sponsored-post placements, affiliate arrangements or brand-collaboration formats. They describe how Peter Tull sells work through Tull Advisory & Consulting: a training session, a year-long advisory subscription, a two-week gap-analysis project and interim procurement leadership. That is a services model, not a media kit.
The audience numbers cannot support a reach commitment. Peter Tull has 1,339 LinkedIn followers, and the posts show no impressions, reach or engagement figures for any post or data on who those followers are. A sponsored-content deal promising audience size would promise something the posts do not demonstrate.
The subject matter does not carry a product message. The posts cover CSRD and CSDDD readiness, upstream value-chain mapping, social-risk screening, supplier codes of conduct, double materiality and ESG data collection for procurement and sustainability professionals. A general product promotion would feel off-topic to the same people the account attracts.
The posts include no rate card, sponsorship policy, media kit or partnership inquiry page. Ask Tull directly for rates and available formats before scoping a sponsorship.
If a brand wants to test a sponsorship, ask Tull directly whether they accept them and what formats they offer.
A different opportunity that would still fit: sponsor or co-host a sustainable procurement workshop, or fund the gap-analysis follow-on for a client group. Both use the model Tull already runs rather than asking them to become a sponsored creator.
A worked campaign example
Buyer and audience
A procurement training company selling to procurement and sustainability leaders who need to supply upstream value-chain data for CSRD and CSDDD reporting. Offer the workshop in Swedish for Nordic buyers. Tull's posts show only Swedish-language delivery, so ask whether they can deliver in English and on what terms.
Campaign angle
Position the workshop as the practical route from CSRD obligation to supplier decisions. Procurement can deliver the upstream data; the session makes that case with a live tier-mapping exercise, a social-risk rule independent of spend, and a written action list buyers can take into the next reporting cycle.
Campaign name
CSRD-ready procurement in 90 days — half-day workshop, with a gap-analysis follow-on
Commercial follow on
Sequence the free or low-cost half-day workshop into the paid ESG and sustainable procurement gap analysis, the documented next tier of Tull's offer. The subscription packages provide a ready-made ladder: Silver includes monthly coaching and one training session; Gold adds tailored workshops; Platinum adds the two-week gap analysis.
Proof points to lead with
Co-delivered CSRD and CSDDD procurement training built with Embedded Skills; sustainable procurement training delivered for clients preparing CSRD and CSDDD reporting in 2025; interim head of procurement and supply chain experience merging three teams and setting strategy; category management training and coaching; M&A due diligence on sustainable procurement practices.
Session structure
Open with a diagnostic. Have attendees score their organisation against five readiness activities: procurement represented in ESG decision-making and governance; upstream value chains mapped and analysed; key internal and external stakeholders engaged; contribution to the double materiality assessment; and a supplier code of conduct updated to cover materiality risks, require supplier ESG data and set clear value-chain targets.
Teach value-chain scope through the wardrobe framing: CSRD requires companies to account for the total value chain, and procurement holds the supplier knowledge and relationships needed to build transparency across tiers and collect the data.
Run the risk exercise. Have groups map one product's upstream tiers and decide which social risks cannot be ranked by spend, using forced or child labour as the decision rule. This segment sets the workshop apart from generic reporting training.
Close with a 3, 6 and 12 month action list, matching the horizon in Tull's gap analysis, so every attendee leaves with a dated plan rather than notes.
Offer the gap analysis as the next step: a two-week project with desktop analysis, stakeholder interviews and a report covering 30 areas with a 12-month roadmap.
What to confirm before launch
Confirm current price, availability and delivery terms. The only priced offer in the posts is a summer 2024 subscription discount, which has expired.
Confirm whether the session can be delivered in English and in what format. The posts show Swedish delivery with a partner but give no English terms.
If the buying company needs evidence of who will attend or how many leads the promotion may generate, ask for platform analytics or past attendee lists; follower count alone won’t answer that.
If the John Sorber partnership is relevant to the workshop, ask for details. It appears only in a short post pointing to an unavailable attached document.
Why this uses the evidence
Every session element maps to documented work: the diagnostic and code-of-conduct checklist come from the CSRD readiness post; the tier and social-risk exercise from the value-chain post; the 3/6/12-month horizon from the gap-analysis post; the packaged advisory ladder from the subscription post; and the delivery record from the 2025 work log and the Embedded Skills training post.
Consider Thomas Palm if the workshop focuses on product carbon footprints, supplier data, and connecting compliance with sustainability systems.
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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.
Thomas’s posts do not show that they deliver sustainable-procurement training or cover Peter Tull’s broader CSRD and CSDDD readiness agenda, including double materiality and supplier-code work.
Choose Peter for a workshop on those training and procurement topics; choose Thomas when product carbon-footprint data is the central need.
Ask Thomas about training availability and format.
Consider Dunstan Allison-Hope if the buyer wants a workshop centered on human-rights due diligence and how regulation can drive accountability.
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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.
The posts do not establish that procurement workshop delivery or a commercial training offer is available, or that Dunstan fits the buyer’s need for sustainable-procurement training.
Based on the posts, Peter Tull is the stronger choice for a practical procurement workshop.
Consider Dunstan only if the buyer prioritizes human-rights and regulatory interpretation; confirm training fit and availability before shortlisting.
Peter Tull's seven LinkedIn posts include five in English and two in Swedish.
They cover CSRD and CSDDD readiness, upstream value-chain transparency, supplier codes of conduct, social risk, double materiality, ESG gap analysis, subscription advisory packages, co-delivered training, interim procurement leadership, CAPEX sourcing, category management and M&A due diligence.
Most posts have no publication date; the reflective post describes work during 2025 and looks ahead to 2026.
Two posts point to content not included here — a short post on a collaboration with John Sorber refers to an attached document that readers cannot see here, and the Swedish training post directs readers to a link in the comments — so those details cannot be read.
The posts do not establish a signature book, show or earlier body of work, and no audience, engagement or follower-composition data appears in the posts here.
