competitive procurement process

competitive procurement environment

coffee coordinator | green coffee supervisor | green coffee manager | green coffee coordinator

competitive market environment | competitive market situation

security of supply [ availability of supplies | problems of supply | supply difficulties ]

energy supply

procure products for hospitality | procure products in hospitality | outsource hospitality-related products | procure hospitality products

business intelligence analyst | business intelligence consultant | business intelligence manager | business intelligence managers

- Security of supply: an effectively functioning and competitive Internal Energy Market can provide major advantages in terms of security of supply and high standards of public service.

Points out that while private, own-brand labelled products can bring increased value, choice and ‘fair trade’ products to consumers, they also represent a strategic issue in the medium- and long-term, as they introduce a horizontal dimension to competition in respect of industrial brands that had never previously been a factor and that can give an unfair and anti-competitive position to retailers, who become both customer and competitor; draws attention to the existence of a ‘risk threshold’ beyond which the market penetration of own brands in a given category of product could turn the current positive effects of own brands into negativ ...[+++]e effects, and provide a disincentive as regards the innovative efforts of many companies; insists, therefore, that the issue of private own-brands requires particular attention from the Commission and competition authorities, specifically with regard to the need to assess the potential long-term consequences for the supply chain and the position of farmers within it, while bearing in mind that consumer habits in Member States vary.

40. Stresses that action to diversify suppliers, routes and sources of energy supply to the EU should be accelerated, taking into account the priority energy infrastructure corridors, especially those aimed at creating a real competitive market for gas, creating new transit corridors (Southern Corridor and the Mediterranean Basin), reinforcing existing corridors (Eastern Corridor) and creating real competition among sources of gas supply by increasing the EU’s share of LNG and by reaching new and remote suppliers (Australia, Canada, United States, Latin America, Sub-Saharan Africa, Central Asia, etc.);

We are pursuing diversification with countries like Azerbaijan, Turkmenistan, Egypt, Iraq, Nigeria, but it is clear that we also encourage predictable relations with current suppliers like Russia, and definitely we are looking very much at the possibility that Norway could increase supply to the market, because it is very clear that the EU market is attractive for suppliers, and we should not be afraid that we will run out of gas, but we should really work for competitive supplies to the European market and not be in a situation where we could be blackmailed on prices.