Don’t Waste Your Time!!! - Machine Operator PepsiCo Employee Review

1.0
Jun 5, 2023
Recommend
CEO approval
Business Outlook

Pros

Warehouse start off pay is 25.00

Cons

Worked for this company short term. On the day of orientation management informed us that we was going to be laid off for two weeks. After the two weeks we did forklift training for two weeks. Before the second week was over we were informed on another layoff. When the schedule came out 19 of us basically was laid off. We was told to check in weekly to see if we can come back. Two weeks later HR called and said that we were laid off permanently. It was basically a waiting game. I wasted two months with this job behind on bills and no one cared because they still have their jobs. The peron that hired us(Frank) end up quitting shortly after. It was a big slap in the face and for Pepsi to be a big organization it’s being ran poorly.

Explore other reviews about PepsiCo

5.0
Jul 1, 2026
Anonymous employee
Recommend
CEO approval
Business Outlook

Pros

Great Company to work for.

Cons

Not that many cons to be honest.

4.0
May 6, 2026
Recommend
CEO approval
Business Outlook

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.

Cons

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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