Head of Demand Planning & S&OP - Rohlik Group
Rohlik Group, the European online grocery delivery company, is recruiting a Head of Demand Planning & S&OP in Prague to build its Integrated Business Planning and S&OP capability as a new Group department. The official Rohlik careers listing was verified open with an active application form on November 1, 2026. The role owns the Group demand forecast end-to-end across 12 fulfilment centres and 25,000 SKUs in five countries (Czech Republic, Germany, Austria, Hungary, Romania), personally delivers the daily forecast brief to the CEO, establishes the Group S&OP cycle that consolidates commercial, operational and financial commitments into one constrained operating plan, and defines planning governance: KPI definitions, approval thresholds for manual adjustments, and escalation rules. The listing describes Rohlik as an AI-first company and makes the hire the business owner of automated planning tooling, including override logs and automated plan-change alerts, replacing forecasting that today runs on local spreadsheets and individual judgment. No salary is stated by the employer. Image disclosure: the illustration is a thematic Pexels stock photograph of a fresh produce aisle (photo 34700570), free license verified on the source page on November 1, 2026.
This listing is a rare honest description of what planning transformation actually costs: today the forecast works because specific people remember things, and the company wants a governed system instead. The decisive design choices are not the tools but the thresholds: who may override the automated plan, at what level, with what log, and who answers when the override is wrong. Notably, the role keeps a human personally delivering the daily forecast to the CEO, which keeps executive accountability for the number with a named person even as inputs automate. Dataleo's read: approval thresholds for manual adjustments are the real constitution of an AI-first planning function, and writing them is a decision-rights exercise before it is a software project. The counterpoint: building governance from zero in a company that scaled on individual judgment can also slow decisions that today happen fast and informally, and the listing's own success depends on a culture accepting constraints it never had.