Friday, May 8, 2026
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DOUBLE CABIN PICK UP VEHICLE Purchase

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Bere sericulture production Plc would like to purchase DOUBLE CABIN PICK UP VEHICLE and We would like to publish this advertisement with reporter magazine. The vehicle specification and bidders requirements are presented below        

Detail Specificationfor DOUBLE CABIN PICK UP VEHICLE Purchase

  S/N    Description  Specification 
1MakeP/UP,Double Cabin, 4Doors, 4WD, Diesel or electric,  Power windows
2ModelLatest model (2022-2025)
3No. of Cylinders4
4Seating Capacity2+3=5
5Tire SizeStandard
6Fuel TypeDiesel/electric
7Fuel Tank CapacityStandard 
8ColorSilver
9AirbagsDriver & Front passenger
10WithAir Conditioner, Radio, STEREOS, Touch Screen
11Year of Manufacture-2022 onwards
12Withrecommending  accessories
13Fuel Tank80Lts
14Optional Put Lockable box at the back to transport small items
15Full option 

Criteria of bidders

  1. Renewed license
  2. Registration Certificate
  3. TIN certificate
  4. VAT certificate
  5. Import license
  6. Tax clearance
  7. VAT registered
  8. Should agree to supply the vehicle within two weeks period 

Interested bidders should submit their price offer within 7 conductive working days with sealed envelope. Bidddres could get our application format through request by our email beresericulture@gamil.com. Or Telephone number 097707 8515 or from our office located in Arbaminch . The bid will be opened in front of the bidders or with their legal representatives. Our company has the right to cancel the bid partially or fully.

CALL FOR CONSULTANCY SERVICE

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FOR THE UPDATE OF HUMAN RESOURCE, FINANCE AND PROCURMENT MANUALS AND  DEVELOPMENT OF STRATEGIC PLAN, MARKETING STRATEGY, AND FEASIBILITY STUDY FOR BERE SERICULTURE PRODUCTION PLC

Bere sericulture production Plc is located in Arbaminch Town. The company is engaged in silk production and producing handmade Ethiopian finished silk products.

Bere sericulture production Plc needs to recruit a qualified consultant to update the Existing three manuals (Human resource, finance and procurement) and develop two key documents such as Strategic plan (2026-2030) and marketing and sales strategy and organize training for staffs to understand the manuals.

Criteria

The applicant to go through these selection criteria would be those who have summited copy of legal documents (valid registration, renewed business license, VAT registration and TIN certificate). Interested bidders should summit their technical  and financial proposals within 7 days with sealed envelope. Bidders could get detail TOR from our office at Arbaminch or through requesting by our email: beresericulture@gmail.com. Additional information could be requested using telephone number 0921502271 The bid will be opened in front of the bidders or with their legal representative. Our company has the right to cancel the bid partially or fully.

Oil, War, And The Iran Factor

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There is an old saying in geopolitics: when oil flows smoothly, the world feels stable. When it doesn’t, everything trembles, markets, governments, and ordinary lives. Today, the escalating confrontation involving Iran reminds us once again that energy is not just a commodity. It is power, leverage, and sometimes the spark for war.

The story of oil and conflict is not new. But the “Iran factor” sits at the center of a particularly volatile intersection where geography, economics, and politics collide. To understand why tensions around Iran send shockwaves through global markets and diplomatic corridors, one must look beyond headlines and see the deeper structure of the modern energy system.

Iran occupies one of the most strategically significant locations in the global energy map. Sitting along the Persian Gulf and overlooking the Strait of Hormuz, it controls the gateway through which roughly one-fifth of the world’s seaborne oil supply passes. This narrow waterway is only a few dozen kilometers wide at its tightest point. Yet it carries oil shipments from Saudi Arabia, Iraq, Kuwait, the United Arab Emirates, and Iran itself. In essence, the industrial world’s energy lifeline runs through a corridor shadowed by Iranian territory.

When tensions escalate in the region, the first reaction often appears in energy markets. Even the threat of disruption in the strait can push prices upward because traders fear supply shocks. In recent weeks, those fears have become tangible. Maritime traffic has dropped dramatically as military strikes and retaliatory threats raised risks for oil tankers navigating the region. For global markets, this is not just a regional crisis. It is a systemic vulnerability.

The effects of conflict ripple quickly through financial markets. Oil prices have already surged amid fears of disrupted supply, with crude rising sharply as the war intensified. Such spikes rarely stay confined to the energy sector. Oil feeds directly into transportation, manufacturing, food production, and household energy bills. When prices jump, inflation often follows. Central banks and governments are already bracing for these consequences. European officials warn that a prolonged Middle Eastern war could push inflation higher and slow economic growth across the eurozone.

The United States has even considered intervening in oil futures markets to stabilize prices, an extraordinary step that reflects how deeply geopolitical conflicts now intertwine with financial systems. For ordinary people, these macroeconomic signals translate into something more immediate: higher gasoline prices, rising food costs, and growing uncertainty.

For Iran itself, oil is not just a strategic tool. It is the backbone of the national economy. Petroleum accounts for a large share of the country’s export revenue, making it essential to government finances and social stability. Yet Iran’s oil industry has long been constrained by sanctions imposed by the United States and its allies. These sanctions target everything from shipping insurance to banking transactions, making it difficult for Tehran to sell crude on the open market.

The result has been a shadow economy of oil trade. Iran has developed complex networks to bypass restrictions, including ship-to-ship transfers, rebranded cargoes, and discounted sales to buyers willing to operate outside Western financial systems. Much of this oil eventually ends up in Asia, particularly in China. While these arrangements allow Iran to maintain some revenue, they come at a cost of lower prices, higher logistical risks, and constant political tension. In effect, Iran’s oil industry exists in a permanent state of geopolitical uncertainty.

Sanctions are designed to weaken Iran economically without direct military confrontation. By limiting oil exports and financial access, policymakers hope to pressure the government into changing its policies especially regarding nuclear development and regional influence.

But sanctions also reshape global energy markets. Removing Iranian oil from the international supply reduces available barrels, which can tighten markets and push prices upward. At the same time, other producers, particularly within OPEC, may adjust production to compensate for the missing supply. This delicate balancing act illustrates the paradox of energy geopolitics: actions intended to punish one country often reverberate through the entire global economy.

War introduces a far more dangerous dynamic. During earlier clashes, Iran’s oil exports temporarily collapsed as infrastructure was damaged and tanker traffic slowed. The current conflict carries similar risks. Military strikes, drone attacks, or naval confrontations can damage refineries, pipelines, and ports. Even without physical destruction, fear alone can disrupt shipping routes. Insurance premiums for tankers surge. Shipping companies suspend operations. Oil buyers hesitate.

The result is a cascade effect across global energy supply chains. In extreme scenarios, analysts warn that a prolonged disruption in the Strait of Hormuz could send oil prices soaring far beyond current levels.

Behind the charts and statistics lies a human story. In Tehran, oil workers worry about jobs and wages as sanctions strain the economy. Families face rising prices and shrinking purchasing power. Economic isolation has already weakened Iran’s currency and eroded living standards for many households. Meanwhile, in distant cities like Berlin, Brussels, Tokyo, drivers watch fuel prices climb. Inflation squeezes budgets. Governments struggle to balance economic stability with geopolitical commitments. Energy conflicts often feel abstract, but their consequences are deeply personal. The price of a barrel of oil ultimately appears in grocery bills, heating costs, and transportation fares.

One of the enduring lessons of the Iran crisis is how deeply the world remains tied to fossil fuels. Despite rapid growth in renewable energy, oil continues to power global transportation networks and large segments of industrial production. Any disruption in supply quickly reverberates across the world economy. This dependence amplifies the geopolitical importance of regions like the Persian Gulf. As long as oil remains central to economic life, countries that produce or control its transit routes will hold significant strategic influence. Iran, by geography alone, will remain a pivotal actor in this system.

The Iran factor illustrates a broader truth about modern geopolitics: energy security and national security are inseparable. Wars are rarely fought solely over oil. But oil often shapes the strategic calculations behind them, determining alliances, economic pressures, and military decisions. For decades, the Persian Gulf has been a stage where these forces converge. Iran’s position in that landscape ensures that any conflict involving the country carries global implications.

The immediate future remains uncertain. Diplomacy could ease tensions and restore energy flows. Or escalation could deepen disruptions, pushing oil prices higher and widening economic instability. What is certain is this: as long as oil remains the lifeblood of the global economy, conflicts around energy-producing regions will continue to influence world politics. The Iran crisis is not simply about one nation or one war. It is a reminder of how fragile the modern energy system can be and how quickly the politics of oil can shape the fate of millions.

Ethiopian pays more for commodities

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Why?

The existing infrastructure in Ethiopia requires significant improvement to effectively support logistics activities. The country’s lack of direct access to a seaport imposes extremely high costs on the citizens. The price of a commodity is determined among others by logistics costs. In many countries, logistics costs are considered reasonable when they account for 5–15% of the total price of goods. However, this is not the case in Ethiopia.

Due to various structural and operational challenges, logistics costs in Ethiopia are exceptionally high. While some of these challenges have already been mentioned, there are additional underlying causes. On average, logistics costs in Ethiopia account for approximately 25–30% of the total product cost. Data shows, logistics expenses are estimated to be up to 60% higher than in neighboring countries.

What Does Logistics Cost Include?

In this context, logistics costs refer specifically to expenses related to the movement, storage, and handling of goods.

Ethiopia incurs additional costs for services such as storage and handling goods at the Port of Djibouti. Unreliable infrastructure often results in delays. From a logistics perspective, time is critical. Failure to deliver goods on time increases the final price of commodities and, in extreme cases, may lead to product obsolescence.

Why Are Logistics Costs Higher in Ethiopia?

Several factors contribute to the high cost of logistics:

  • Inefficiencies in logistics infrastructure and management
  • Bureaucratic bottlenecks
  • Under developed communication systems
  • Heavy reliance on the Port of Djibouti
  • Limited competitions in the sector

Cost of Moving Goods

Transportation accounts for the largest share of logistics costs. At present, the cost of moving goods—whether by truck or train—appears disproportionately high. Operators often attribute these high costs to recent economic reforms, inadequate infrastructure, while customer complains for limited competition in the sector.

Measures taken So Far

1. Incentives for Investors

The sector is now open, at least in principle, to investors interested in participating in logistics-related activities. Regulations set by the Ministry of Transport and Logistics allow investors to engage in activities such as:

  • Transit services
  • Acquisition of duty-free transportation equipment
  • Construction of dry ports
  • Multimodal Operators

These measures aim to encourage private participation and create multiple strong players in the logistics sector, thereby reducing single-operator dominance.

The Way Forward

Improving logistics requires a multidimensional approach and the involvement of various stakeholders.

1. Infrastructure Development

Establishing a well-integrated transportation system is essential. In logistics, lead-time is a critical factor. Delivering goods on time is far more valuable than delivering them anyway. Therefore, improving transportation infrastructure and reducing bureaucratic delays are vital for meaningful transformation.

Ethiopia, despite lacking direct sea access, has around eight dry ports, many of which operate below capacity. In comparison, Egypt—with a population of approximately 120 million, slightly less than Ethiopia’s estimated 135 million and with extensive sea access through the Red Sea and the Mediterranean—has plans to build 33 dry or inland ports. Expanding and efficiently utilizing dry ports in Ethiopia could strengthen the logistics chain, reduce congestion at seaports, and boost transit trade. Having enough dry ports, that can as a container refugee place,  across the nation help to reduce cost of commodities by substantially reducing container demurrage.

2. Smart Logistics

Modernizing the logistics system by adopting state-of-the-art technologies can significantly improve efficiency. This includes the introduction and utilization of digital infrastructure for communication, cargo tracking, fleet management, and real-time information sharing.

3. Ecosystem Development

Modern logistics challenges require collaboration among multiple stakeholders. Building a coordinated ecosystem involving government agencies, private operators, financial institutions, and international partners would enhance integration and efficiency across the sector.

4. Strong Diplomatic Engagement

Constructive and mutually beneficial diplomatic relationships are essential, particularly with neighboring countries involved in trade corridors. Unstable or unreliable interstate relations significantly increase logistics costs.

5. Economic Strength

A weak economy limits investment in infrastructure and reduces a country’s influencing power. Strengthening the broader economy is therefore fundamental to improving logistics performance.

6. Responsiveness for logistics

Stronger integration among stakeholders can do more than improve operations—it can transform the entire sector. Recognizing the strategic importance of logistics is essential for national development.

7. Leveraging Comparative Advantages

Ethiopia’s geographical location, large population, and cultural ties across borders offer strong potential for regional influence. The country’s natural resources position it as a key water source in the region, and in recent years it has also emerged as an energy supplier to neighboring countries. Effectively leveraging these advantages could strengthen its position in regional logistics and trade negotiations.

8. Internal Conflict

Security challenges increase transportation risks and insurance costs. As a result, buyers ultimately pay higher prices for commodities due to delays and additional expenses caused by instability. On top of that informal tax collectors also anther player in increasing cost of logistic