Good academy company. - Production Supervisor bei PepsiCo: Mitarbeiterbewertung

3.0
9. Okt. 2008
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Geschäftsprognose

Pros

Brands you can stand behind. Strong performace based rewards and recognition. Leaders in resource conservation and innovation. Company has done well to mange their supply chain during times of rising commodity cost. Marketing has done very well to respond to evolving consumer trends and innovative competition.

Kontras

Still struggling with striking adequate work life balance. Non-carb beverage business as a whole needs to align expectations between sales and supply chain with respect to volume forecasting. More realistic or attainable targets need to be set now that the business has flattened. Open candid conversations between management and the hourly workforce is critical.

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5.0
25. Apr. 2026
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Pros

Working conditions are acceptable. Fellow employees are friendly and helpful.

Kontras

None that I can think of.

4.0
6. Mai 2026
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CEO-Befürwortung
Geschäftsprognose

Pros

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.

Kontras

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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