Too many chiefs and not enough Indians. - Recensione dipendente - Production Mechanic presso PepsiCo

1,0
5 nov 2017
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Good pay with excellent benefits, great co-workers, room for advancement, cheap Cola and the ability to buy case drinks and chips from Frito-Lay cheap

Svantaggi

Excessive amount of management, machines are in horrible condition with most of the wiring roughshod in with no drawings or labeling. There is no coordination between operations and maintenance. So many machines are band aided together and they won’t order the parts to repair them. Management likes to supervise through cameras that were originally installed for employee safety. Not much ethics in upper management. They like to jerk your hours around with little rest between shifts. There is no structured safety training. Pretty much watch a video and guess through the test. No SOPs or training for operators.

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5,0
15 giu 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Pay, schedule, team, job, and benefits

Svantaggi

Workload, hours, store managers, turnover, and drive time

4,0
6 mag 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Worked for PepsiCo for 10 years across four locations in Pennsylvania, Delaware, and Florida. Gained experience in multiple sales and operational roles while supporting account growth, merchandising, and customer relationships. Florida locations were especially well-operated and efficient. PepsiCo provided competitive pay, solid benefits through Keystone, and a good vacation package compared to competitors in the beverage industry. The company also offered strong sales incentive programs, earning rewards such as Orlando Magic floor seats, Pro Bowl tickets, Apple Watches, and Yeti cups for exceeding performance goals and driving sales results.

Svantaggi

While PepsiCo promotes internal growth opportunities, many promotions and leadership opportunities appeared to favor college internship hires over long-term internal employees. In some cases, newer college-based management pushed corporate initiatives without fully understanding local market realities or account volume trends. For example, innovation products were sometimes forced into low-volume accounts where sell-through was unrealistic. Operationally, certain delivery processes could be improved, particularly with Tropicana products being stored in coolers on trucks for extended periods, which could impact product quality and increase waste. Work-life balance could also be challenging, as sales representatives commonly worked 50–60 hour weeks. Expectations from corporate leadership were often unrealistic, especially when customer representatives and drivers were expected to fully stock stores while servicing 15+ accounts per day. Experiences could also vary depending on whether locations were union or non-union operated.

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