Where do I start?
Mandatory physical inventory two weekends out of the year. Working weekends isn’t necessarily the issue, but the entire process is incredibly disorganized. Employees sit around for hours between counts, creating a huge waste in labor costs. On top of that, most employees are not trained inventory counters, which naturally leads to errors and inconsistencies.
The culture is equally bad. There is constant bullying and arrogance from leadership, and some managers seem to genuinely enjoy calling employees out in front of large groups of peers. It almost feels encouraged as part of the culture.
Don’t even get me started on the warranty process. Carrier Enterprise seems to pride itself on making warranty claims so difficult and frustrating for contractors that many simply give up and absorb the loss themselves.
Inventory planning and stocking are also a mess. Equipment matches often cannot be found within the same market, creating constant frustration for contractors and branches alike.
They also allow large contractors to receive ultra-low RNC pricing and then allegedly resell equipment to other contractors. Royal Air in Houston is frequently mentioned as a top example. Leadership appears to look the other way because the activity boosts revenue and sales numbers.
Pricing on parts and supplies also seems to randomly change, sometimes almost monthly, with little to no communication to customers. It often feels like margin increases are quietly pushed through just to see if customers notice.
