High quality people trying to survive in a tough environment - Recensione dipendente - Senior Director Procurement presso PepsiCo

3,0
14 set 2012
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

High quality, very loyal workforce. You will learn a lot. Many, many opportunities to add value. Great relationships with external partners and vendors. Company is a leader in areas of sustainability and diversity. Performance with Purpose is the right overarching vision statement.

Svantaggi

Lost its "work hard, play hard" reputation. Huge disconnect with how sr executives value contributions made by a quality work force. Core issue is that sr executive leaders are not able to prioritize thus not able to focus employee's accountabilities and work load. Everything is a priority thus it is a challenge to do the right work the right way. For many years, I use to say I love my job.

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

Vantaggi

Good job for the money

Svantaggi

Long hours and physical labor

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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