Report: People Resourcing & Development in Biscuit Manufacturing (UK)

This report analyzes the people resourcing and development strategies within the UK biscuit manufacturing industry, comparing them to practices in continental Europe (Netherlands, France, and Germany). It highlights key differences in workforce skills, technology adoption, and production processes. The report then examines the impact of Brexit on these practices, including changes to organizational structures, supply chains, product pricing, and funding. Furthermore, it explores various people resourcing and development activities that UK biscuit manufacturing companies can implement to enhance their competitiveness in the post-Brexit marketplace, such as investing in research and development, adopting cluster-based approaches, redefining sourcing strategies, and adjusting research and development strategies. The report concludes by emphasizing the importance of adapting to changing market conditions and consumer tastes, and the need for businesses to leverage relevant data and information to make informed strategic decisions.

National training
infrastructure and
competitive advantage

Table of Contents
INTRODUCTION...........................................................................................................................3
MAIN BODY...................................................................................................................................3
Strategies used in biscuit manufacturing companies in UK as compared to continental Europe
Key changes likely to impact resource and development practices after post Brexit.................4
What people resourcing and development activities can UK biscuit manufacturing companies
increase their competitiveness in the post-Brexit marketplace?.................................................5
CONCLUSION ...............................................................................................................................8
REFERENCES................................................................................................................................9

INTRODUCTION
In terms of national training and competitive advantage it basically depends on overall
capacity of industry in order to innovate and get enhanced. The organisations achieve an
advantage in context with world's most efficient competitors with the effect of both pressure and
challenge. Competitive advantage is created with the help of great localized process. As per the
national training and competitive advantage in terms of manufacturing industry all customers and
distributors want effective level of productivity so that they become strong enough as compared
to other companies. In context with manufacturing industry it is very important for them to gain
competitive advantage as they may face pressure on continuous basis so it becomes necessary for
them to achieve good level of advantage(Stratford and et.al, 2020). The below report involves
different resource and development strategies that UK companies use, key changes that impact
the people for biscuit manufacturing companies and what activities they can use in order to
enhance competitiveness. The report is based on a biscuit manufacturing industry as in relation
with case study.
MAIN BODY
Strategies used in biscuit manufacturing companies in UK as compared to continental Europe
As per the case study four European countries have been chosen which are UK,
Netherlands, France and Germany. There are various type of strategies been used by companies I
comparison with continental Europe.
 Mainly in European biscuit manufacturing companies the craft skills were been used but
in context with UK manufacturing companies their development strategy was that they
were using advanced technology in their industry. In UK all food processing plants were

been large which was beneficial for them during their production as compared to
European companies.
 In UK which is in context with British plants the strategies were to use process workers
and less supervisors while in context with European companies more type of managerial
functions were been used.
 Biscuit manufacturing industries in UK were using high degree of production technology
which was leading them in achieving development while in case of European plants the
production process was not much effective.
 The people in European companies focused more on small as well as medium sized
production level and concerned more about quality rather than price. In British plants
people were making the strategy of focusing on mass production and mainly on price
rather than quality.
Key changes likely to impact resource and development practices after post Brexit
Due to Brexit many changes affected different people resource and development
practices which is further been explained as below:-
 Brexit has affected UK companies and continental Europe in a severe way. The
consequences led by Brexit were far reaching. In terms of organisational structure it had a
disruptive effect in terms of its business areas and business units(Marambe, Weerahewa
and Disna, 2020). The companies found out that their coordination cost were getting
increased.
 The biscuit manufacturing industries also needed to create a regional structure which
involved a multi domestic and transnational strategic orientation.
 Due to Brexit, uncertainty was getting arise that affected all industries during their
process of implementation. So, with response to this they used withholding investments
through setting up new operations in Europe but not closing in UK.
 In accordance with post Brexit biscuit manufacturing companies faced lot of uncertainty
on continuous basis so the company also had to make certain changes in order to provide
intelligence.
 In terms of their product and pricing all biscuit manufacturing companies raised their
product prices in order to rationalize the overall cost of imports.

 After the impact of Brexit on people resource and development strategies they initiated
wide-ranging of their supply base due to which the biscuit manufacturing companies
expand their organisation outside UK also.
 In context with funding and subsidies the biscuit manufacturing companies of UK
believed that now they had to maintain all level of subsidies in context with potential
savings in public expenditure(Costa and et.al, 2020). Due to its impact on people
resourcing and development strategies they made various reductions. After post Brexit
the manufacturing company experienced around loss of 4.5 billion which affected their
export business in a major way.
 Due to Brexit they decided to reduce prices in context with maintaining a competitive
edge.
 All changes been done also impact in relation with merger control, anti trust and private
enforcement. After the situation of Brexit the transaction costs got increased in terms of
merging the business.
 The biscuit manufacturing companies found out that they are been in relation with
parallel investigation with both Europe and UK countries.
What people resourcing and development activities can UK biscuit manufacturing companies
increase their competitiveness in the post-Brexit marketplace?
In this higher flexibility of market, it is critically crucial for organisation to have
appropriate information about market so that it is easy for biscuit manufacturing firms to use
efficient resources and process activities in well organised way so that loopholes in-between
marketing activities are examined in correct manner(KIM and HWANG, 2020). Moreover, due
to the occur of Brexit, the issues to adopt people development activities is becoming difficult and
more challenging. There are several types of people development and activities that can be used
by UK biscuit manufacturing such as adaption of more advanced tools and machines to carry
output biscuit filling in effective and proper manner. In terms of this it is further been explained
as below:-
 After the impact of Brexit it became an opportunity for company also to make a global
mark in terms of their health and development(Udochi, 2020). In order to increase
competitiveness biscuit manufacturing companies should focus on all kind of efforts in
relation with high income markets.

 The biscuit manufacturing companies can increase their competitiveness by investing
highly research and development initiatives and also enhancing innovation in terms of
particular sectors which are sustainable manufacturing, clean energy, health and well
being and many more.
 As per all people resource and development activities the company can develop an
economic strategy as per their sector which is a biscuit manufacturing company which
are in terms of their diagnostics, choice and ultimately action.
 The company implemented the horizontal policies at national level in order to prevent
market distortions.
 In terms of value proposition the biscuit manufacturing companies had to develop it so
that they can increase their competitiveness. It depends on both internal as well as
external factors. As it will help them in the procedure of prioritizing all necessary policy
actions over time. It will also help investors to self select all activities which will fit their
location.
 As to develop their value proposition biscuit manufacturing companies can increase their
competitiveness by accepting a cluster based approach in terms of their economic
development(Swai and Magai, 2020). They can increase competitiveness by organising
national programs and do an investment attraction.
 Biscuit manufacturing companies can enhance a new set of regional private and public
institutions in order to enhance their competitiveness level. They should also focus on
achieving inclusive growth which is the main important thing to increase their
competitiveness level.
 The biscuit manufacturing companies need to determine clear principles for all
negotiations been done in context with European countries. In order to increase their level
of competitiveness they must focus on their economic cost as well and in accordance with
that the company should enhance a negotiating strategy which lead to best deal for them.
 The company should also use people resource and development activities in the form of
negotiating trade agreements so that they can get prevented from major costs been
involved with that.
 As in accordance with to use people resource and development strategies the company
can redefine their roles so that the company employees who are needed in those areas

where there is shortage can get decreased(Widadie, 2020). Organisations can also explore
and enhance their hours in specific roles so that they can increase their level of
competitiveness.
 Due to Brexit major impact has been done on biscuit manufacturing companies especially
in terms of employee retention. So, they can use different people resource and
development activities like as in context with enhancing investment in training and
employee support so that they can create better competitiveness for their organisation.
 Biscuit manufacturing companies can increase their level of competition by creating a
effective connection with organisational purpose. As in terms of people resource and
development activities the main focus must be on enhancing and exploring a better
process of recruitment so that they can improve all kind of odds for securing better
proportion of all necessary skills which will be helpful for them only.
 After the effect of Brexit it is very important for biscuit manufacturing companies to
establish a complete new structure for generating new relationship so that they can
improve their competitiveness level also.
 UK companies faced many challenges due to the effect of Brexit so it became necessary
for them also to deal with such situations(Guarnieri, Cerqueira-Streit and Batista, 2020).
As in context with other European countries the UK biscuit manufacturing companies
will require an active engagement with other cities so that they can create a positive path
and can increase their level of competitiveness.
 As in terms of biscuit manufacturing companies they can use resource and development
activities in terms of redefining sourcing strategy which means that they should explore
on shoring opportunities as well as enhance their local suppliers also so that their overall
competitive cost can be a reliable supply.
 Companies can also change their contract structures so that whatever risk and issues they
faced during the period of Brexit can get protected as they may face both short term and
medium term risks.
 It is also beneficial for manufacturing company to revisit footprint. They should
reconsider overall scope and timing of different investments in order to reallocate their
level of production.

 To enhance the level of competitiveness biscuit manufacturing companies of UK should
use advanced level of analytical tools so that they can identify and determine better trade-
offs been involved in that particular sector.
 All biscuit manufacturing companies should again view their strategy of building up
inventory. Due to the impact of Brexit the company competitiveness level got affected so
to ensure that it is at appropriate level the company should again assess their safety stock
levels in terms of new operating new conditions.
 As many changes got occurred in organisation after the impact of Brexit so company
need to adjust the level of their research and development strategy also. The company can
increase the level of competitiveness by managing all changes in terms of product
specifications.
CONCLUSION
After a brief analysis of above report and case study given, it has been concluded that it is
critically important for examine about change of market situations and taste of consumers. So,
discussions have been made about people resourcing and development strategies, external
context of post Brexit and changes, people resourcing and development activities for biscuit
manufacturing companies in United Kingdom. Therefore, it has been evaluated it is important to
be well aware of changed market situations on the basis of which it is easy to implement
strategies and make appropriate decisions. Furthermore, it is also seen that it is crucial for
businesses to have relevant information and data so that benefits are easily achieved in
manufacturing of products as well, as services.

REFERENCES
Books and Journals
Costa, L.B.M., and et.al, 2020. The effect of lean six sigma practices on food industry
performance: Implications of the Sector's experience and typical characteristics. Food
Control, 112, p.107110.
Guarnieri, P., Cerqueira-Streit, J.A. and Batista, L.C., 2020. Reverse logistics and the sectoral
agreement of packaging industry in Brazil towards a transition to circular economy.
Resources, Conservation and Recycling, 153, p.104541.
KIM, B.G. and HWANG, H.J., 2020. A Study on Strategies of Multinational Bakery Retailers in
China: Focused on Paris Baguette and Competitors. Journal of Distribution Science,
18(12), pp.55-66.
Marambe, B., Weerahewa, J. and Disna, A.P.P., 2020. Planning and Strategic Policy
Interventions for Building a Globally Competitive Cinnamon Industry in Sri Lanka. In
Cinnamon (pp. 407-434). Springer, Cham.
Stratford, E.,and et.al, 2020. Making sense of school learning environments as infrastructures of
care and spatial typologies. Australian Geographer, pp.1-21.
Swai, T.A. and Magai, P.S., 2020. INDUSTRIALIZATION DRIVE, FISCAL POLICYAND
CROSS BORDER TRADE PERFORMANCE AMONG EAST AFRICAN
COUNTRIES.
Udochi, A., 2020. “Flying Geese” or False Promises: Assessing the Viability of Foreign Direct
Investment-Driven Industrialization in Nigeria’s Shoe Manufacturing Industry (Doctoral
dissertation).
Widadie, F., 2020. Analysis of ginger marketing strategy in Karanganyar Regency, Indonesia. In
IOP Conference Series: Earth and Environmental Science (Vol. 423, No. 1, p. 012031).
IOP Publishing.