With extensive category management experience spanning Telecoms, Distribution, and MRO sectors, Luke Tomlinson has made a mark in both FTSE 100 companies and SMEs. Currently pursuing an MSc in Supply Chain, holding a BA, and certified in PRINCE2, Luke is not just a procurement professional—he’s a thought leader dedicated to advancing the field.
As a CIPS committee member for the Humber & East Yorks region, he actively contributes to the growth of procurement practices and professional development. Known for his insightful LinkedIn commentary, Luke consistently shares valuable perspectives on procurement, strategy, and industry trends.
We sat down with Luke to discuss what excites him about procurement, how the function can evolve, and what the perfect procurement model should look like.
Luke, what do you love about procurement?
What I love about Procurement is how diverse and exciting it is. You get to meet and work with people from all sorts of industries and cultures, which is really cool. It’s amazing to see different ways of working and learn from them.
The skills you pick up in Procurement are super versatile and can be used in almost any industry. Whether it’s negotiating, planning strategies, or building relationships, these skills are always in demand.
Plus, there are so many different roles within Procurement. You could be managing specific product categories, leading transformation projects, or making sure everything is compliant and ethical – or a bit of everything! There’s always something new to explore and opportunities to grow.
Overall, it’s a field that offers a lot of variety and the chance to keep learning and developing.
What can procurement do better?
Procurement can definitely improve by working more closely with our stakeholders. We shouldn’t just be the ones who say “no” or act like the spend police. Instead, we should aim to be true partners.
It’s important to make sure everyone is on board and understands the processes. This means engaging with people, explaining how things work, and making sure they feel involved and informed.
By focusing on collaboration and communication, we can build stronger relationships and work more effectively together. Engaging with stakeholders regularly and ensuring they understand the value we bring can make a huge difference.
Procurement should be about partnership, understanding, and constant engagement.
Procurement vs Sales
In general terms it appears that these two functions do not always seem to work hand in hand. Why and what is the solution?
Procurement and Sales often seem at odds, but they really are two sides of the same coin. Both functions have similar skillsets and capabilities, and their goals align – they want to sell, and you want to buy. The key to making this relationship work is building strong partnerships.
A cold sell isn’t appealing to Procurement, and a tough negotiation with someone you barely know isn’t ideal for Sales either. The solution is to focus on relationships. By understanding each other and working together, you can align your goals and unlock real, mutual value.
So, it’s all about building relationships, understanding each other’s needs, and working together to deliver value. This way, Procurement and Sales can truly work hand in hand.
If you could build a perfect procurement function what would it look and feel like?
Building the perfect procurement function isn’t a one-size-fits-all answer since every business has its own unique needs and dynamics. However, there are some key elements that should be common across the board.
First, a strategic mindset is crucial. Procurement should always be thinking ahead and aligning with the overall goals of the business. Strong people skills are also essential – being good at negotiation, emotionally intelligent, analytical, and patient.
The ideal procurement function should feel approachable and trustworthy. People should WANT to talk to you and partner with you. It should be a case of, “Oh, I’ll check with procurement,” because they see you as confident problem-solvers who can add real value.
In essence, it’s about being strategic, skilled, and approachable, making sure that everyone sees procurement as a valuable partner.