Information is crucial to managers, and because the value chain that links suppliers, Cadbury, its distributors and the customers is dependent on the system. All these crucial value chain issues are relevant to managers. Some of the managerial issues that influence the system the most include concerns for increase in efficiency in the form of trying to cut redundancies. The system is also aimed to provide a more efficient integration of the companys operations with the help of information technology that will result in substantial cost savings to the company.
Over the years, Cadbury has gone through major changes. One of these changes include the integrated global IT system in 2002, where it has been implemented first in Australia. This change has not been effectively managed as unanticipated delays have occurred which has resulted in huge trouble to the company. The acquisition of Green and Black in 2005 has been well integrated in the companys operations, and the change is well-managed, as Cadbury has been able to adopt the Fair Trade practice of G&B.
The effectiveness of the companys introduction of “Pathatrix”--a pathogen testing system in 2008, which aims to minimise the financial losses as well as the losses associated with its reputation is apparent in the companys higher revenues in the first half of 2009. The company has also undergone a restructuring of its legal team in order to reduce redundancy in 2008 as well as the closing down of one facility in Keynsham. The company has effectively managed these changes through good HR practices—systems of informal rewards and effective communications which have resulted in loyalty among employees. Because of the companys strong dedication to good HR practices, changes like these as well as its de-merger with Schweppes has not created a chaotic environment within the company, which