About the Event

First in Europe the European TOCICO conference will be held on October 22-25, 2008, Ukraine, Kiev. Over a period of last 6 years TOCICO annually holds the Global Conference devoted to coverage of the best cases of ÒÎÑ implementation and achieved results and also on introducing new developments in the ÒÎÑ area. The practice of holding Regional conferences began last year. In 2007 the Asian ÒÎÑ Conference was for the first time held in India. In 2008 the right to hold the European ÒÎÑ Conference was granted to the company Apple Consulting® (Ukraine) –the only consulting company in Ukraine, consultants of which have successfully passed the ÒÎÑ-certification and actively implement TOC in clients’ companies.

ÒÎÑ (Theory of Constraints) – is a defined philosophy of business management, aimed at achieving ambitious financial results. The author of the present approach is Doctor Elli Goldratt, known in the world as «guru of overturn in business», and also the author of the best-sellers «the Goal» and «Its Not Luck (Goal – 2) »

TOCICO (Theory of Constraints International Certification Organization) – is the international certification organization, incorporating entrepreneurs, consultants and lecturers in ÒÎÑ from different countries.


Apple Consulting® – is the consulting company, established in November, 2000. It suggests complex solutions in the sphere of strategic, financial and investment management. It also actively promotes ÒÎÑ approaches on the market and makes the clients to achieve ambitious financial results with the suggested approach.

TOC Sprendimai – is the Lithuanian unique consulting company with subsidiaries in the Republic of Moldova and Rumania, which has been successfully dealing for over 4 years with implementation of ÒÎÑ and LEAN methods in most different sectors of economy, such as: production, distribution, project management, sales and marketing.
We offer a broad range of services for the clients from Central and Western Europe: training courses in ÒÎÑ and LEAN, enterprise processes audit, and also implementation of ÒÎÑ and LEAN.
The ÒÎÑ team comprises qualified and certified experts, who assist their clients to effectively implement at their places the processes of ongoing improvement (POOGI) and achieve good financial results.

Academic partner:

The Êyiv-Mohyla Business School [kmbs] – was founded in 1999 in residence of one of the oldest Universities of Eastern Europe. Courage and innovation are the distinctive features of kmbs among other Ukrainian business schools. In 2002 kmbs first in Ukraine launched the innovative 5-block program Executive MBA; in 2005 a new unique program appeared for business owners – Presidential ÌÂÀ kmbs.
Kmbs three times was announced business school #1 in Ukraine, in accord with the rating, compiled by the magazine «Delovoy» (“Businesslike”). Ratings were based on the survey results of graduates and participants of the program, recruiting managers, HR-managers and top-managers.
Kmbs – is the associated member of Central and East European Management Development Association (CEEMAN), European Foundation for Management Development (efmd), Baltic Management Development Association (BMDA). In 2006 kmbs obtained the absolute accreditation of CEEMAN for the period of 5 years.



First vertion
22nd-25th of October 2008

TOCICO certification exams


08-00 – 09-45 Registration of the guests and participants of the conference, welcome coffee
Section topic “TOC philosophy and TOC strategies”
10-00 – 10-15 Official and solemn opening of the conference. Welcome speech of the TOCICO Head of the Board Mr. John Thompson, Head of the Board, TOCICO, CEO Global Focus LLC (USA)
10-15 – 10-30 Introduction word of the organizers Mr. Andriy Kolotov, partner of Apple Consulting® and Head of TOC practice (Ukraine)
10-30 – 11-15 The logic of breakthrough solutions – the “U” shape Mr. Oded Cohen, the International Director of the Goldratt Schools (Israel)
11-15 – 12-00 Using TOC methods in governmental management Mr. Nikolay Kmyt, the Governor of Lviv region of Ukraine, ex-CEO IDS Group (Ukraine)
12-00 – 12-30 Coffee-break
Section topic: “Supply chain management”
12-30 – 13-15 Doubling the turnover of stocks in drug store network using TOC Mrs. Svetlana Emtseva, CFO of the drug store network “The Drug store of hormone medicine” (Ukraine)
Mrs. Natalia Shutyak, the commercial director of the drug store network “The Drug store of hormone medicine” (Ukraine)
13-15 – 14-00 Joining the supply chain into one system – the manufacturer – whole seller – retailer of the carpets Mrs. Irina Nicula, Marketing&Sales Director of Avila Group (Romania, Ukraine, Moldova)
14-00 – 14-45 Example of implementing TOC in order to reduce stocks at the warehouse Mr. Andriy Gajvoronsky,
14-45 – 15-45 Lunch
Section topic: "Developing and selling of the mafia offer"
15-45 – 16-30 Preparation the sales forces, processes and results Mrs. Agnieszka Szepielowá Managing Partner of TOC Consulting SC, (Poland)
16-30 – 17-15 Sales – is it an art or a process? Mr. Nerius Jasinavicius, Managing Partner «TOC Sprendimai» (Lithuania)
17-15 – 18-00 Successful sales of the mafia offer – the result of company restructuring Mrs. Maxim Gamaliy,
Operational Manager “Fruit Master Group” Ltd. (Ukraine)
18-00 – 20-00 Gala Reception on the Great Opening of the Conference, Buffet-table,
Live music


Section topic “Thinking processes and TOC strategies”
09-00 – 09-45 Getting your grand idea accepted - Selling a concept inside your own organization Mr. John Thompson, Head of the Board, TOCICO, CEO Global Focus LLC (USA)
09-45 – 10-30 Integrated Enterprise Mr. Daniel P. Walsh, TOCICO Board of Directors, CEO Vector Strategies Inc. (USA)
10-30 – 11-15 Using TP for the holistic analyses of the company, defining the core conflict and developing the breakthrough solutions Mr. Igor Mikhalchuk, CEO “Zhaporojmetall Holding” (Ukraine)
11-15 – 12-00 Improving Corporate Strategy the TOC way Dr. James Holt, TOCICO Board of Directors for Certification Exams, Engineering & Technology Management (USA)
12-00 – 12-30 Coffee-break
Section topic: “Operations”
12-30 – 13-15 Critical distinction between planning and execution Mr. Eli Schragenheim, The Director of the Goldratt Schools (Israel)
13-15 – 14-00 The details of TOC implementation in manufacturing company in competitive environment Mr. Andriy Kolotov, partner of Apple Consulting® and Head of TOC practice (Ukraine)
14-00 – 14-45 The Software Ramp Amir Schragenheim, CEO Inherent Simplicity (Israel)
14-45 – 15-45 Lunch
Section topic: «Project management and management of the implementation»
15-45 – 16-30 The TOC breakthrough solution for managing projects - CCPM Mr. Oded Cohen, the International Director of the Goldratt Schools (Israel)
16-30 – 17-15 Holding and facilitation lessons of Dr. Eli Goldratt project management webcasts Mr. Sergey Gvozdev, Professor for Operations, TOC and Innovations, Kiev Mohyla Business School (kmbs) (Ukraine)
17-15 – 18-00 Implementing TOC paradigm – the financial aspect Mr. Mikhail Lubarsky, Vice-President on Development and Operations of the Corporation “Biosphere” (Ukraine)
18-00 – 18-45 The managerial aspects of implementing TOC – content, mechanics and behavior Mrs. Jelena Fedurko, Goldratt Schools (Estonia)
18-45 Official Closure of the Conference


10-00 – 12-00 TOC; LEAN; 6Sigma – how do these tools fit together?
12-00 – 12-30 Coffee-break
12-30 – 14-30 Introduction to Conflict Resolution
Identifying and Resolving a Conflict
14-30 – 15-30 Lunch
15-30 – 17-30 Introduction to Pre-Requisite Tree
Achieving an Ambitious Target
Introduction to Negative Branch Reservations
Resolving Unintended Consequences
17-30 Official Closure of the Master Class


Gaining a decisive competitive edge
10-00 – 12-00 How to use a significant improvement in logistic to gain such a decisive competitive edge?
12-00 – 12-30 Coffee-break
12-30 – 14-30 What should be the tool to provide effective synchronisation between Sales and Operations?
14-30 – 15-30 Lunch
15-30 – 17-30 How to achieve the required leap in logistical improvement?
What business areas can use these ideas for a breakthrough in the bottom line?
17-30 Official Closure of the Master Class


10-00 – 12-00

Basic assumptions of Theory of Constraints
Differences of major sale and minor sale

12-00 – 12-30 Coffee-break
12-30 – 14-30

Sales and marketing – where are the boundaries
Sales as a process: flow, steps, bottlenecks

14-30 – 15-30 Lunch
15-30 – 17-30 Modelling of the sales process – sales funnel
Managing of the sales process
Is your sales person really selling?
Implementing of the sales process
17-30 Official Closure of the Master Class


Terms of participation:
of October 2008
The conference + master classes 850 euro including VAT
of October 2008
The conference 650 euro including VAT
of October 2008
Master classes 400 euro including VAT


22nd of October TOC fundamentals 100 USD
22nd of October The other exams * 200 USD

* Final conditions and topics of exams are clarifying by TOCICO

Exams requirements and preparation

Content and Some Suggested References for Use in Preparing for the
TOCICO Fundamentals Examination

Introductory Comments:
The purpose of the Fundamentals Examination is to identify those applicants who possess the minimum level of capabilities in Theory of Constraints (TOC) basics that are needed to grasp the advanced knowledge required to achieve certification in a TOC applications area. Successful completion of this examination will result in the receipt of a "TOCICO Certificate of Achievement". Please note that this is not a TOCICO certification, but simply an acknowledgement that the candidate has passed the entry exam. The Fundamentals Exam is a three-part exam in the following broad areas: (1) TOC Fundamentals Concepts, (2) TOC Thinking Processes, and (3) TOC Applications. Total maximum allowable time for the entire examination is 4 hours.
The purpose underlying the suggested list of books and other reference materials is to identify some resources that TOCICO members have found to be useful in preparing to take/sit for the Fundamentals Examination. Materials like these describe the kinds of information and knowledge that a person needs to know to successfully complete the Fundamentals Exam. Besides providing selected practical guidance, the sources listed below provide some direction in reviewing, studying, and preparing for the Fundamentals Examination.

Part A - TOC Fundamentals (approximately 25%)

Objective: Demonstrate an understanding of TOC basic beliefs, paradigms, and concepts. Seek to show the ability to apply these fundamental ideas within a realistic scenario. Compare and contrast TOC basics with conventional wisdom approaches.
A. Understand the conceptual difference between managing a ‘simple’ and a ‘complex’ system. Have the capability to apply this understanding in a specific situation.
B. Know and understand the five-step focusing process. Be able to apply these steps within a realistic scenario.
C. Understand the relationships between a realistic goal, necessary conditions for goal achievement, and any prerequisites for those meeting the necessary conditions. For a particular scenario, apply these concepts in a meaningful manner.
D. Discuss system constraint(s), their relative importance, and various approaches to managing them.
E. Describe the TOC systemic or global metrics relative to organizations residing in different industrial sectors.
F. Differentiate between the ‘cost’ and ‘throughput’ world orientations.
Although incomplete, the reference and review materials listed below contain the kinds of information and knowledge that a person needs to know to successfully complete Part A of the Fundamentals Exam.

1. Cox and Spencer, (1998) Constraints Management Handbook.
2. Dettmer, (1998) Breaking the Constraints to World Class Performance.
3. Dettmer and Schragenheim, (2001) Manufacturing at Warp Speed.
4. Goldratt and Cox, (2004) The Goal, North River Press.
5. Goldratt and Fox, (1986) The Race, North River Press.
6. Goldratt, (1990) Theory of Constraints.
7. Kendall, (2004) Viable Vision: Transforming Total Sales into Net Profits.
8. Lang, (2006) Achieving a Viable Vision: The Theory of Constraints Strategic Approach to Rapid Sustainable Growth.
9. Noreen, Smith and Mackey, (1995) TOC & its implications for Management Accounting.
10. Scheinkopf, (1999) Thinking for a Change.
11. Smith, (1999) The Measurement Nightmare.

Internet Web Sites
1. TOCICO Dictionary: http://tocico.org/newcert/dictionary.aspx
2. A Guide to Implementing the Theory of Constraints (TOC), by Kelvyn Youngman: http://www.dbrmfg.co.nz/Preface.htm
3. Wikipedia: http://en.wikipedia.org/wiki/Theory_of_constraints
4. Focused Performance by Frank Patrick: http://www.focusedperformance.com/blogger.html
5. List serve by Mark Woeppel: http://toctalk.net/index.php
6. APICS Learning Center list serve: http://www.apics.org/Resources/LearningCommunities/
7. AGI(Goldratt Institute) - Whitepapers: http://www.goldratt.com/whitepapers.htm

Other Formats
1. Beyond the Goal by Eli Goldratt, at: https://toc-goldratt.com/store/home.php
2. TOC Insights by Eli and Rami Goldratt, Down Loadable Slide Presentation at:
3. TOC - Self Learning Program (Complete Set of 8 sessions on CD ROM) at:
4. Viable Vision Video by Eli Goldratt at: toc-goldratt.com
5. Umble and Umble, (1998) “How to apply the theory of constraints’ five-step process of continuous improvement”, Journal of Cost Management.
6. Reid, (2007) “Applying the TOC five-step focusing process in the service sector: a banking
subsystem”, Managing Service Quality, Vol. 17, No. 2, pp. 209-234.

Part B – TOC Thinking Processes (approximately 25-30%)

Objective: Demonstrate a fundamental understanding of TOC Thinking Processes. For simplified scenarios, be able to determine and state sound logical relationships.
A. Identify the three questions associated with the Change Sequence. Briefly describe the managerial implications associated with each questions. Be able to name the TP logic tools that are most closely associated with answering each query.
B. Distinguish between necessity-based and sufficiency–based logic.
C. Know the difference between a well-written and poorly-written undesirable effect (UDE).
D. Be able to create a logically-tight evaporating (or conflict) cloud for a particular situation.
E. Be able to create a small, logically-tight, twig or branch for a particular situation.
F. Explain why the real advantage in using the TP tools resides with identifying assumptions associated with entity relationships.
G. Discuss the TOC approach to develop true win-win solutions in long-standing conflicts.
H. Describe the concept of an injection and explain how it achieves its purpose.
I. Discuss the inherent logical linkages between policies, measurements, and behaviors.
J. Differentiate between effects and assumptions/facts of life entities within a logic structure. Identify the characteristics of and/or create a well-written entity.
The following list below contains an incomplete, but sufficient set of references materials to assist in preparation of Part B of the Fundamentals Exam.

1. Burton-Houle, (2000) Field Guide to the Theory of Constraints Thinking Processes.
2. Cox, Blackstone, and Schleier, (2003) Managing Operations: A Focus on Excellence [chap 2].
3. Dettmer, (1997) Goldratt's Theory of Constraints: A Systems Approach to Continuous Improvement.
4. Ean, (2005) Thinking Smart: Applying Theory of Constraints in Development Thinking Skills.
5. Goldratt, (1994) It's Not Luck.
6. Scheinkopf, (1999) Thinking for a Change.
7. Schragenheim, (1998) Management Dilemmas.

1. TOCICO Dictionary: http://tocico.org/newcert/dictionary.aspx
2. A Guide to Implementing the Theory of Constraints (TOC), by Kelvyn Youngman, Tool Box: http://www.dbrmfg.co.nz/Thinking%20Process.htm
3. Washington State University, James Holt’s TOC course page: http://www.vancouver.wsu.edu/fac/holt/em526/ConstraintsOverview/TOCOverViews.htm
4. Iowa State University, Center for Industrial Research and Service (CIRAS) educational web site: http://www.ciras.iastate.edu/library/toc/

Other Formats
1. TOC Insights By Eli and Rami Goldratt, Down Loadable Slide Presentation at:

Part C – TOC Applications (approximately 45-50%)

Objective: Demonstrate a fundamental knowledge and understanding of simple TOC applications in (1) internal supply chain management and logistics, (2) finance and measurement, and (3) single critical chain project management. In addition, show familiarity with the TOC approach to identifying and addressing each layer of resistance to change.
1. Create an effective plan for managing an internal supply chain including constraint/bottleneck identification, appropriate buffer management, differences between time and stock buffers, and establishment of the necessary communication links.
2. Determine an optimal product mix for a simplified situation in which there is a functioning constraint.
3. Demonstrate your understanding and ability to manage a single specific project according to TOC Critical Chain principles. Focus is on identifying activities in the critical chain, locating and sizing necessary project and feeding buffers, and predicting expected total project completion time.
4. Identify the sequential layers of resistance to change that must be overcome in order to gain management’s buy-in to implementing system-based improvements.
Below is a list of some books and other reference materials that TOCICO members have found to be useful in preparing to take/sit for the Part C of the Fundamentals Exam.

1. Dettmer and Schragenheim, (2001) Manufacturing at Warp Speed.
2. Goldratt, (1997) Critical Chain.
3. Goldratt,(2004) The Goal.
4. Goldratt, (1995) My Saga to Improve Production.
5. Newbold, (1998) Project Management in the Fast Lane.
6. Kendall, (1997) Securing the Future.
7. Leach, (2001) Critical Chain Project Management.
8. Stein, (1996) Re-engineering the manufacturing system: applying the theory of constraints.
9. Srikanth and Umble, (1997) Synchronous management: profit-based manufacturing for the 21st century, Volumes One and Two.
10. Van Zantwijk, (2006) The Responsive Supply Chain from Source through Retail to Consumer: How to apply the Theory of Constraints to the supply chain as a whole.

1. TOCICO Dictionary: http://tocico.org/newcert/dictionary.aspx
2. A Guide to Implementing the Theory of Constraints, by Kelvyn Youngman, Tool Box; Supply Chain; http://www.dbrmfg.co.nz/Production.htm http://www.dbrmfg.co.nz/Supply%20Chain.htm
3. Iowa State University, Center for Industrial Research and Service (CIRAS) educational web site: http://www.ciras.iastate.edu/library/toc/
4. Focused Performance by Frank Patrick: http://www.focusedperformance.com/blogger.html

Other Formats
1. TOC Insights by Eli and Rami Goldratt, Down Loadable Slide Presentation at:
2. Goldratt, Production the TOC way (with simulator) at:

Supply Chain Logistics

Exam Schedule and Registration
Introductory Comments:

A TOC expert certification in Supply Chain Logistics certifies that the individual has sufficient knowledge and tools (capability) to successfully implement both the Operations (Drum-Buffer-Rope and Buffer Management) and Distribution solutions of TOC. The Supply Chain Logistics expert exam is divided into two parts. The total examination time is 8 hours. Typically, the exam is divided into two four-hour parts. A passing grade for certification is 70% correct for both parts of the exam overall. The expert exam consists of a mixture of objective and open-ended (i.e. essay) questions. Some of the exam questions will focus on one or more case studies presented in the exam. The exam overall addresses the three main topics described below.

I. Thinking Processes applied to Supply Chain Logistics

Objective: Demonstrate the ability to analyze any environment and its supply chain logistics system using the four fundamental questions of the thinking processes.
A. Why change?
i. Knows the goals of the Supply Chain Logistics function
B. What to change?
i. Knows how failure to meet its goals impacts the other entities in the system.
ii. Knows the fundamental limitation(s) that the Supply Chain Logistics solution(s) enables organizations to overcome.
iii. Knows and understands the core conflict in Operations and Distribution systems.
iv. Knows and understands other conflicts in the Operations and Distribution systems.
v. Can verbalize the specific key assumptions underlying the conflicts of Supply Chain Logistics and demonstrate how they cause the specific, common undesirable effects.
vi. Can identify the system’s constraint(s) for the system (i.e. internal supply chain, entire supply chain, operations, distribution).

C. What to change to?
i . Is able to create the necessary injections:
1. that overcome the erroneous assumptions that underlie the core conflicts in Supply Chain Logistics for any type of organizational system, and
2. demonstrate the ability to build the logical connections from the proposed injections to appropriate predicted effects on that function and on other functions.
ii. Can identify situations when (and can demonstrate ability to use TP tools) to generate appropriate additional injections that are required to create a customized solution to address common concerns and/or to create the necessary buy-in.
iii. Explain how the Five Focusing Steps (Process of Ongoing Improvement) are applied in the system (supply chain, operations, distribution).

D. How to cause the change?
i. Has sufficient knowledge to identify and communicate obstacles that predictably arise in Supply Chain Logistics implementations as well as derive intermediate objectives (IO’s).
ii. Create IO maps and PreRequisite Trees (PRT’s).
iii. Is knowledgeable about and has the capability to address the metrics/measures needed to successfully implement Supply Chain Logistics solutions.
II. Operations
Objective: Demonstrate understanding of the TOC Operations solution. Demonstrate the ability to compare and contrast Drum-Buffer-Rope (DBR) and Buffer Management with Lean/Just-in-Time (JIT) and Material Requirements Planning (after being provided brief descriptions of the method(s) they are asked to compare DBR to).
A. Can effectively compare and contrast conventional rules and practices (i.e. process layout, capacity, scheduling of work and control metrics) with those of DBR and Buffer Management, along with an explanation of the impact of each on the operational and financial measures of performance.
B. Demonstrates the ability to apply the solution in the four possible plant types (VATI).
C. Understands when Critical Chain should be applied in a plant instead of S-DBR.
D. Understands how to apply Simplified DBR (S-DBR) in make-to-stock (MTS), make-to-order (MTO) and combination environments (MTS and MTO).
E. Create a schedule based on S-DBR principles. Establish buffer(s) required, their location(s) and size. Establish a raw material release schedule. Set and execute policies for batch sizes and for dealing with idle time on non-constraints.
F. Explain the appropriate measures of performance.
G. Able to effectively apply buffer management:
i. Know how and when to expedite, and
ii. Understand buffer resizing, and
iii. Explain how to use buffer management statistics to improve the system.
H. Explain how to effectively overcome the layers of resistance (to change) through application of the buy-in steps.
III. Distribution
Objective: Demonstrate understanding of the TOC Distribution solution. Demonstrate the ability to compare and contrast the TOC Distribution Solution with other Supply Chain Solutions that are explained in the exam.
A. Can compare and contrast conventional rules and practices for distribution/logistics with the TOC distribution solution, along with an explanation of the impact of each on the operational and financial measures of performance.

B. Explain the appropriate measures of performance.
C. Demonstrate the understanding of and ability to apply the Distribution solution in environments with and without aggregation of demand:
i. Determine the size and location of buffers, and
ii. Explain the impact of the solution on inventories and lead time.
D. Explain how to effectively overcome the layers of resistance (to change) through application of the buy-in steps.

Sample Exam Questions

Click here to download sample SCL exam questions

Sample Exam Questions for TOCICO Supply Chain Logistics Certification

Operations the TOC Way

1. A certain product family is subject to a very significant seasonality. The peak season lasts 2 months, during which a certain work center X is a clear CCR. The production lead-time during the off-peak periods is one week, and during the peak periods it is more than 3 weeks. Customers expect the deliveries to be one week all the time. How do you recommend overcoming the problem?

2. A stocked product has a replenishment level of 100 units. However, only 9 units are now in stock, and a production order of 30 units is stuck somewhere in the shop.
2.1What should be the quantity and buffer status of the new production order for that product?
2.2Should the older production order (of 30 units) be expedited? If you miss any information, state clearly what is missing, then assume what it is and answer the question.

3. In a mixed environment, having both MTO and MTS orders, the foreman of the CCR explains to you how he decides what to do next:
“I get every day the DBR schedule for my work center, but it does not help much because the depended setups are not considered. I have to look for the maximum setup reduction I can get from what I have in the buffer, but I still give precedence to MTO orders that should be shipped within less than a week or to MTS products where the stock is below one day of sales. When setup reduction is not an issue I prefer doing MTO first, unless I’m told of a shortage in a stocked product.”
Buffer management reports are run every morning and distributed to all the work centers. The CCR is not considered a bottleneck, but it is certainly the most loaded work center in the shop.
3.1 Explain in your own words to the foreman how to correct his procedure.
3.2 Why do you think the foreman does not fully obey the buffer management reports?

4. In one of your implementations of DBR you are faced with the following problem:
A foreman of one of the non-constraint department seems offended by the suggestion that his department should be subordinated to the CCR
- He claims that it was his own initiative that improved his department that clearly made his department as the best one in the company
- Why should the department that failed to improve be considered “the constraint” and be the focus of managerial attention?
How would you approach the problem? What level of resistance is this?

Distribution the TOC Way

Part 1:

Novels And More is a book publisher who specializes in adventure books for young kids. Mira Schloss is the most popular author that made Novels And More so prosperous. Each of Mira’s books sold at least half a million copies.

There is a pattern to the life cycle of a book. All the old books by Mira are still selling about 3,000 copies a month. But, a new book by Mira Schloss is selling about 200,000 copies in the very first day. Total sales of a new book are about 350,000 copies in the first week.

For the less famous writers the pattern is not so volatile. Take the reliable Moses Moss books. A new book usually sells 10,000 copies in the first week and stays at that level for at least 10 weeks. Then sales would go down and continue at much lower pace of 500 copies a month.

Robin Hud, the CEO of Novels And More was thinking about those numbers after she got the returns of the last Mira Schloss book: 241,569 copies had been returned by the distributors because they lost the faith of selling them and they have the contractual right to do so. All in all the distributors still carry about 60,000 copies on the shelf.

It was not just the relative disappointment from Mira’s last book that troubled Robin. She knew that the cost of printing an additional copy is only 5% of the price the distributors pay. So, she was still making good money. But, isn’t this a huge waste?

But, is this the real problem? In order to sell 500K copies you must have at least 700K copies on the shelves. Even then some shops run out, but others end up with too much. Books are too cheap to be transported from one shop to the other.

“And when a shop is short of a book, do I really lose the sale?” Robin asked herself. If the customer was a dedicated reader of Mira or Moses they would have found the book somewhere. The problem lies with first-time readers and non-too-dedicated readers who buy only when they see the book with their own eyes and like the looks of it. Is it possible to reach all the book shops with enough copies to catch the eye of those readers?

Then an idea emerged to Robin. “All my books are organized around writers. Any sale of my books depends whether the customer likes the particular writer. Suppose I could influence the shops, through the distributors, to keep in display at least one full set of all the writer’s books. Each book would appear only once in the set, but the impact to the eye of the customer would be significant. Then, all I need to do when no new book appears is to ensure the completeness of the set at every shop. Is this possible?”

1.In what way can the TOC solution deal with the problem of a new book by Mira Schloss? (10%)

Suppose you are Boston-Books, a large book-chain and distributor within the Boston area. Robin approaches you with her idea. Robin promises to keep stock of ALL the books of her chosen authors, and she will supply you any book from those writers whenever you need it.

2.What are the benefits to you of Robin’s idea? What are the negatives? What necessary assumptions would you like to test? (15%)
3.Suppose you like to test Robin’s idea. Describe the scope of the test. How would it work? What should be Robin’s part in it and how are you going to test it?
4.You have implemented a B2B system in many of the book-shops allowing them to order books easily through your web-site. However, only 25% of them really order daily. Most of the shops still order weekly and their order is not one-to-one based on their actual sales. How does this situation affect the above? How do you contemplate to motivate them to cooperate with your ideas?

Part 2

Office-X is a large distribution channel of office supplies. It has about 50K different SKUs in stock, coming from about 420 suppliers. At any time, about 1,000 of the SKUs are new, meaning they have been on the shelf for less than a month. Some of the items are highly seasonal, while others do not show any seasonality. Office-X has one central warehouse and 8 regional warehouses from which local deliveries are made. Office-X is enthusiastic to implement the distribution solution.

1.How are you going to set the initial replenishment levels?
i.Take into account the new products
ii.There are no formal records regarding the actual response time of the suppliers
2.The recorded replenishment time of a certain product is two weeks. As it turned out the initial replenishment level was twice what it should be. How long would you expect the dynamic buffer management to reduce the initial level to about the right size?
Remember: it is better to be approximately right than precisely wrong.
3.One product, which is strictly managed according to TOC, is causing almost every month some TDD to be applied to it. That product is also causing considerably high IDD figures. Can you tell whether the product is a fast runner or a slow mover? Explain the relevant cause and effect for that product.
4.The shipping time from a very reliable supplier is 8 weeks. The supplier ships every week according to the actual sales. The sales fluctuate considerably. How much on-hand stock would you expect to see, on average, at the sales points and at the central warehouse?
5.The distributor keeps products P11 and P12, which are identical products, except that different suppliers supply them. The customer does not care about the identity of the supplier. The distributor has to work with both suppliers as each one cannot supply the full amount. How would you manage the two products?


Nikolai Kmit
Head of Lviv Oblast State administration

He graduated from the Lviv Polytechnic Institute in 1990.
He began his career as an engineer - constructor in the Technologies Department at Vatra Company, then he worked as engineer - constructor of Special technical plant “Spetstechnomash”. He worked as a president of JSC Invest Center, CEO and Director General of Ukrainian-German Joint venture Nova. Since 2003 he occupies the position of the Board Chairman, JSC Nova. He worked as a strategy consultant in the head office of CJSC Industrial and Distribution Systems. At present works as the Head of Lviv Oblast State Administration.

Daniel Walsh
After a successful career in leading large organizations including Director of Operations for a five billion dollar enterprise and CEO for a $750 million company, Daniel Walsh founded Vector Strategies, a Theory of Constraints, (TOC) focused company. He and Vector Strategies are recognized experts in developing and implementing powerful strategies that quickly and dramatically improve market presence and profitability. He has worked with companies in the pharmaceutical, construction, engineering; manufacturing, aerospace & defense industries. Numerous Fortune 100 companies are among his clients, including Textron, IBM, Boeing, Lockheed and U.S. Department of Defense.
Daniel Walsh’s success is based on his extensive experience as an executive and thought leader; as well as his development of innovative and cutting edge systems architecture and value added networking techniques. His focus is firmly grounded in the tenet that real and sustainable improvements in an organization must be measured on how successfully they increase profitability through value innovation.
His current efforts are focusing on developing synchronous enterprise value chain solutions in multiple industry sectors. His research and development is centered on identifying the need to identify and leverage the strategic constraints of the enterprise; which is the key to increasing throughput. This culminated in the development of the Integrated Enterprise Scheduling®, (IES®) solution engine. Initial empirical results from deploying the IES® in a dozen large companies over a five year period have been very promising. Many executives and thought leaders are convinced this may very well be the unified scheduling solution required for maximizing the profit of an enterprise wide value chain.
Daniel Walsh is presently on retainer to the Institute for Defense Analysis, a leading strategic think tank in Washington, D.C. and is a trusted advisor to many senior corporate executives. He currently is a member of numerous corporate boards and in addition is a board member of the Theory of Constraints International Certification Organization which is dedicated to setting the standards, testing and certifying competency in the Theory of Constraints.

John L. Thompson
John is the owner of Global Focus LLC, a business consultancy specializing in positioning Organizations for sustainable growth and business turn-around, including Project Management, Distribution, Finance and Measurement, Strategy and the TOC Thinking Process. John is currently the Chairman of the TOCICO, the TOC International Certification Organization.
John has led numerous Companies through Facilitated Analysis and hands on Implementations in many diverse Industries. Implementations have been conducted on a global basis, including the USA, Southern Africa, Ukraine, England and China. Over a 20 year period, this has led to successful implementations in the Aerospace, Electronic Stock Trading, Auto Collision Repair, Landscape Architecture, Forest Technology, Retail Apparel Distribution, Medical Instrumentation, Composite Fiber Reinforced Plastics, Steel and Heavy Steel Fabrication Industries, among others.
John has extensive experience in Production and Strategic Planning applied over 20 years in the Forest Engineering Industry, having been responsible for managing a sawmill, transport fleet management, harvesting, the establishment and management of plantations. He held an executive position as Timber Supply and Strategic Planner for 6 years in a large corporate environment. This included the research and investigation of production forestry in Central Europe, Australia, New Zealand and the USA in preparation for the design, manufacture, development and deployment of advanced Timber Transport Logistic Systems
Following the successes achieved using the Theory of Constraints (TOC) methodology in Forestry, by the invitation of Dr. Eli Goldratt, John moved his family to the United States in 1995 to further his knowledge and implementation skills in TOC. John spent the first five years in the United States at the Avraham Y. Goldratt Institute – both implementing and teaching all of the TOC application courses as a Certified Associate – Production, Distribution and Project Management including teaching the Thinking Process (Jonah Program) and TOC Management Skills. John has been an independent TOC practitioner since 2000.
John’s formal qualifications include a Bachelor of Science in Forest Engineering Technology and a Bachelor of Science Honors from the University of Stellenbosch, South Africa. John has been a moderator for Forest Engineering subjects at Saasveld Forestry College in South Africa and a Board member of Forest Engineering of South Africa (FESA), developing and transferring Technology for the Forestry Industry.

Oded Cohen
Has over 30 years of experience working directly with Dr. Goldratt in several countries all over the world. He is an Industrial engineer with MSc. in Operations Research from the Israeli Institute of Technology in Haifa, Israel. He was one of the developers of OPT – the logistical software for production scheduling, the TOC thinking processes and the TOC management skills.
Oded has been instrumental in teaching and developing generations of TOC practitioners and implementers. He is known for his passion for working with people who love TOC.

Since 2001 Oded is a part of Goldratt Group and serves as the International Director for Goldratt Schools – the organization that is committed to ensure that the TOC knowledge is readily available for everyone who wants to learn TOC from a teacher. Goldratt Schools plays a major role in developing and supporting TOC Application Experts and TOC Consultants who are given the knowledge and the practical know-how for implementing TOC solutions.

He is the co-author of the book – Deming & Goldratt and the “Decalogue” – a ten step approach to implement continuous improvement using the concepts of Deming and Goldratt.


James R. Holt Ph.D., PE.,
Professor, Engineering & Technology Management
Washington State University
Dr. James R. Holt, is a Clinical Professor of Engineering Management at Washington State University focusing on practical application of Organizational Behavior, Operations Research, Statistics, Engineering Economics, Simulation, Information Systems, Constraints Management to better organizations and complex systems. He was a Principal Consultant with Management Advisory Group, Inc. and a Certified Associate of the Avraham Y. Goldratt Institute. Prior to his consulting work, he was Department Head, Engineering and Environmental Management at the Air Force Institute of Technology, Wright-Patterson AFB, Ohio. Dr. Holt retired from the Air Force with 20 years experience in engineering, computer and technology management. He has published many articles on supply chain management, project management, maintenance and artificial intelligence. He holds a BS in Mechanical Engineering from Utah State University, an MS in Facilities Engineering from the Air Force Institute of Technology and a Ph.D. specializing in Industrial Engineering / Business Administration from Texas A&M University. Dr. Holt has taught at the graduate level 18 years and has advised 88 engineering student theses and dissertations on a wide variety of topics. He has lived in the Portland area for 14 years and is active with professional and community organizations. Dr. Holt is certified in the TOC Thinking Process, TOC Operations Management, TOC Project Management and TOC Holistic Strategy by the Theory of Constraints International Certification Organization. He serves on the Board of Directors and Chairperson Elect for TOCICO, the Theory of Constraints Professional Certification Organization. He is happily married to Suzanne for 37+ years; they have five children and eight grandchildren.

Mrs. Irina Nicula
Sales and Marketing Director of Acvila Group (Moldova, Ukraine, Romania)

Acvila Grup is the biggest group of enterprises operating at the market since 1990 in Moldova. Enterprises comprising the group operate in different fields of manufacturing and services:
• Production of carpets (Joint Venture Ltd., —Moldova; JSC «INCOV» —Romania);
• production of threads for carpets («Filatura-Ungheni»Ltd);
• distribution of carpets («Carpeta-MD»Ltd —Moldova; «Basarabia Grup» Ltd -Romania; «Carpeta-Kiev », Ltd «Carpeta-Melitopol » —Ukraine);
• production of aluminum windows, doors and façade structures («Etalon-Prim» Ltd);
• production and sales of double glazing units, glass and glass blocks («Steclar» Ltd.);
• production and sales of furniture(«Scopos»Ltd).
Acvila Grup possesses the reputation of reliable partner and has a good image among businesses maintaining cooperation with local and foreign companies.
The Company management implements the most ambitious projects requiring efficient solution and involving best specialists.

Agnieszka Szepielow
Managing Partner of TOC Consulting SC (Poland)

Agnieszka has graduated in Physics and did the trainer and train-a-trainer courses at the Psychology faculty at Warsaw University. She is practicing TOC since 2000 – TOCICO certified, working as a consultant, implementer, coach and Goldratt School lecturer. She implemented Goldratt Consulting's Solution For Sales for Viable Vision in two companies. She organizes and teach on the Postgraduate Constraint Management Program at Warsaw Technical School and has advised 58 students in 3 editions of this program, now preparing for 4th edition.

In her TOC journey she strives to inspire the change from what to think into how to think.

Nerius Jasinavicius

Nerius Jasinavicius is a founder and head of consulting company “TOC sprendimai”. During more than 15 years of working experience he has gained a valuable practical skills in various sectors of business: finances, manufacturing and services. He has been working in a leading position at companies as UAB “Bennet distributors”, AB “Sema” and AB “Alna”
Nerius Jasinavicius has graduated Vilnius University Faculty of Economics the speciality in accounting and audit (studies in master and bachelor). Later improved knowledge in Edinburgh Business School where gained his degree in Master and Business Administration (MBA).
Mr. Nerius Jasinavicius is a certified practitioner of Theory of Constraints (TOC). Nerius Jasinavicius specializes in applying TOC in such company’s management areas as manufacturing, project management, sales management, development of business strategy and tactics.
Clients of Mr. Nerius Jasinavicus: AB “SEB Vilniaus Bankas”, AB “Alna”, AB “Vilniaus baldai”, UAB “VRS grupe”, AB "YIT Kausta", "Acvila Group" and other companies in Lithuania and abroad.
In year 2007 Nerius Jasinavicius was awarded the 1st Degree Diploma of Lithuanian Grand Duke Gediminas “For the achievements in developing human capital”.

Andriy Kolotov
Partner, leader of TOC Practice

Andriy got his higher education in the Kyiv Institute of Civil Aviation. He began his career in student years and was among the first generation of the Ukrainian consultants working in the International Institute of Business (IIB) and Ukrainian Center of Post-Privatization Support for enterprises.

Having obtained vast experience in consulting, next 4 years Andriy had been working as regional Sales director of the Robertson&Blums company. Later together with his partners he has established his InnoWare company specializing in implementation of ERP systems. During 5 years Andriy also worked as Sales Director of InnoWare.
Three years ago after his first familiarization with the business management concept suggested by Dr.Goldratt, Andriy decided to become a TOC expert and implement this approach in Ukrainian companies.
Today Andriy is a partner in Apple Consulting® and leader of TOC practice. He has finished his training in Goldratt Schools and SFS Co; he is certified by TOCICO.
In Apple Consulting® Andriy implements TOC solutions in supply chain management, marketing and sales. He also lectures at the corporate TOC programs and management development program It’s Not Luck, which is delivered together with the kmbs – a partner of Apple Consulting®.

DR. Andrei Gaivoronskiy
Director General, CJSC EMSG Ukarine

37 years old
Dr. Gaivoronskiy graduated from the Kharkov Military University (aircrafts operation), obtained Ph.D (technologies), possess the certificate of International Institute of Management and Business.
He began his career in a position of sales manager in joint venture Vulcan-Center, then worked as Production Director for Roleski Ukraine. He worked for TVC Velton Telecom, Ltd (Ukraine) and as crisis manager for Van Christie Russia (Moscow). Currently he works as Director General for CJSC EMSG Ukarine – a subsidiary of EVCG BV (The Netherlands),dealing with sales of tires for trucks and other industrial machinery; the company also delivers services in infilling of industrial tires with polyurethane resin.

Svetlana Yemtseva

Financial Director, Pharmacy of Hormonal Preparations Ltd .
35 years old

Ms. Yemtseva graduated from Kiev State University of Commerce in 1995, in the University she majored in economics and management in commerce. During 2001-2002 she mastered the course of MBA program in International Management Institute (IMI Kiev-Geneve); the cource was tailored for financial sector specialists and comprised final internship in the USA.

She began her career as an accountant in retail company; then joined Pharmacy of Hormonal Preparations as a chief accountant. Currently she is in charge of financial, legal and administrative aspects of accountant work.

Professional interests: efficient company management.
She is married and has a son.

Natalya Shutiak

Commercial Director, Pharmacy of Hormonal Preparations Ltd .
36 years old

Ms. Shutiak graduated from Ukrainian Academy of Pharmacia in Kharkiv in 1995 and the IMI Kiev-Geneve in 2004

She began her career as a pharmacist in Medical Commerce Pharmacia. Today she works for Pharmacy of Hormonal Preparations Ltd. and is in charge of purchase, delivery and sales of products and for the operation of retail stores.

Professional interest: building-up efficient team of managers.
She is not married and has a son.

Mikhail Liubarskiy – is the vice-president on development and operational activity of the Biosphere Corporation.
43 years old.

Graduated from the Dnepropetrovsk University, physicotechnical Department (rocket production) in 1988 and from the International Management Institute IMI Kiev-Geneva (ÌÂÀ) 2001.
He began his career as a programmer, head of the project on ERP-system development. He was the partner and the leader of the Balance Group of Companies, BDO (Ukraine), the leader of Development and Optimization Project in the Interpipe Corporation. Currently he is in charge of inside-corporate integration and general efficiency growth in the Biosphere Corporation.

Professional interest: management and managers efficiency.
Married, has a daughter.

Igor Mikhalchuk
CEO, ZaporozhmetalHolding, LLC.

38 years old
Graduated from National Technical University (Operations Management)

Igor began his career as commercial director. During his career he occupied various CEO positions in different commercial structures. Currently he has been implementing his policy aimed at rapid increase of economic indicators on the framework of strategic plan, backed with creation of efficient team and implementation of SAP accounting system.

Married, he has 3 children.

Maksim Gamaliy, 32 years old
Company Fruit Master Group Ltd.
Position: operations manager

Graduated from the Lviv State University named after Ivan Franko in 1998; economic faculty. He began his career in trade marketing agency, and as a trade marketing analyst he worked for companies Nova, IDS, Biosphere.
In 2007 joined the company Fruit Master Group (operator of the fruit juice drinks market). In the company he is responsible for functional management of chain raw material- production-sales.

Sergei Gvozdev
Professor, the Kyiv-Mohyla Business-School.

Sergei Gvozdev teaches operational management and logistics courses as well as project management technologies, he delivers seminars and trainings in product movement through delivery chain. His main subject is application of TOC-based management in companies.
Mr. Gvozdev graduated from the Faculty of Applied Mathematics in Lviv State University and in 1993 got his MBA degree; then during 7 years he chaired Business School in Lviv Management Institute.
Mr. Gvozdev participated in international programs of Goldratt Schools, IESE, Navarre University, Barcelona University, OWZ Consulting Center (Munich, Germany), and Wayne University Business School (Detroit, USA)

Jelena Fedurko
Jelena graduated from Minsk State Institute of Foreign Languages and got MBA from Concordia University, Tallinn, Estonia.
Jelena is a lecturer at Estonian Business School, Tallinn, and since 2005 has been closely working with Goldratt Schools as a TOC trainer and consultant.
Jelena’s involvement with TOC started in 1999 with translating to Russian the Goldratt Satellite Program, which was followed by the books The Goal, It’s Not Luck (The Goal-2), Critical Chain, and the TOC Insights.
Jelena participates in developing TOC teaching material, conducting TOC trainings and providing implementation support. Among the countries where Jelena has worked are Japan, India, China, Chili, Russia, Ukraine, Poland.

Conference materials

Materials from the European TOCICO conference will be available upon the conference wrap-up


General partner:

Companion Group

«Êîìï&íüîÍ» (Companion)
Experience of the best.
Business analytical magazine, offering the experience of achieving success by best companies and most impressive figures in the business world.
Special projects and ratings
Exclusive – pages from Fortune
Published since January, 1996. Weekly. Volume – 64-96 pages. Language – Rus. Circulation – 25 000 copies.

&.Strategii (Strategies)
a monthly magazine, which offers to its readers the best western and domestic approaches to business-strategies development.
Includes pages from Harvard Business Review.
Includes comics Dilbert.
Published since March, 2002. Volume – 64 pages. Language – Rus. Circulation – 12300 copies.

&.FINANSIST (Financier)
a monthly specialized magazine for those, who go in for finance professionally. It offers the practical experience of managing the company finance, providing information for reflection and analysis of activity at your own enterprise.
Published since April, 2007. Volume – 64 pages. Language – Rus. Circulation – 10 500 copies.

Informational partners:

Magazine «Generalniy Director»
Magazine «Generalniy Director» (CEO) is the business image edition for the owners of companies, directors of enterprises, top-managers.
Published since 2003. It is distributed only by subscription, on the whole territory of Ukraine. Target circulation – 8500 copies.

Magazine «Generalniy Director» comprises the following blocks:
Strategies: Strategies of companies. Overview of sectoral markets. Topical business issues. Unique designs. International analytics. Portraits of well-known businessmen.
Tactics: Business management. Law practice. Expert assessments.
Business safety. Staff selection. Advertising, PR, marketing. Psychology of the executive.
Status: Business etiquette. Art of negotiation. Office and room. VIP-cars. History of business.
Relax: VIP-hobby. Exotic rest. Expensive accessories. Elite clubs. Business-parties.
We are not offering a magazine. We are offering solutions for Your business!

«Finansoviy Director» (CFE) is the magazine for executives about the company finance:
analysis of tendencies, technologies and instruments for the effective financial management and for strategy selection.
Headings of the magazine
RULES OF THE GAME – world institutes, governments, international economic activities and customs office, legal framework, financial organizations, small-size and medium-size businesses, big business, standards
TENDENCIES – macroeconomics, microeconomics, financial market, stock market, commodity markets, banking services, insurance, privatization
TECHNOLOGIES – financial technologies, budgeting, business estimation, mergers and acquisitions, tax planning, consulting and audit, corporate finance, IT-technologies
INSTRUMENTS - securities, insurance products, banking products, debt instruments, payment cards, currency, off-shores, deals
Published since 2001
Distributed by subscription
Periodicity: 12 issues per year

Magazine "Upravleniye kompaniey" (Company Management)
«Upravleniye kompaniey» is a magazine for CEOs and company owners, who need a fresh look on the things. The magazine is aimed at officials, who realize how important it is in the process of searching for new solution, to go beyond the scope of specific tasks.
Our materials are not the secret of success, not a personal answer to the question: “What is the next step?” These are materials for reflection and new technologies for work. The articles of Ukrainian and Western experts supplement one another and allow readers to learn different points of view on any issue they are interested in.
Materials of the magazine are the practical manuals, containing examples of applying those approaches, methods and management instruments, which displayed best results both in Ukraine and abroad. These are pieces of advice by consultants and recommendations by practitioners, developments of the domestic business-practice researches, interviews with managers and company proprietors.
Description of the edition:
Published since 1995
Published monthly in Russian
Didistributed solely by subscription
Editor-in-chief: Natalia Hananova

Magazine «DISTRIBUTSIYA I LOGISTIKA» (Distribution and logistics) is a professional edition on logistics and distribution in Ukraine. It has been being issued since 2003. Volume – 64 pages, full-color, periodicity – 10 issues per year. It is distributed by subscription on the territory of Ukraine and Russia.
The subscription index by catalogue of “Ukrposhta” is 08217.
The subscription is completed from any monthly volume.
If you are not still familiar with this edition, order a free sample of the edition.


AeroSvit—Ukrainian Airlines
AeroSvit operates the widest route network, the most powerful aircraft fleet and the most contemporary IT technologies in the Ukrainian aviation industry.
At present, AeroSvit operates over 70 international routes, including 6 long-haul routes to New York, Toronto, Beijing, Shanghai, Delhi and Bangkok. It also delivers passengers to 9 administrative centres in Ukraine: Chernivtsi, Dnipropetrovs'k, Donets'k, Ivano-Frankivs'k, Kharkiv, L'viv, Odessa, Simferopol' and Zaporizhzhia


Radisson SAS Hotel is ideally located in a very historical and secure part of Kyiv city center. A new hotel with fresh and modern facilities and international standard of service. Free Wi-Fi in all rooms. Super Buffet Breakfast. Fitness center is complimentary for hotel guests.


Dnipro Hotel"

1/2, Khreshchatyk Str.,
Kiev, Ukraine

Dnipro Hotel, one of the best four star hotels in Ukraine, is situated on the European square in the very heart of Kiev, in historic, business and cultural center of the capital.
Today Dnipro Hotel is more than 40-year experience in the sphere of industry of hospitality, is a trade mark, which is famous far beyond the bounds of Ukraine. Dnipro Hotel welcomes guests from over 95 world countries and is one of the most open in Ukraine for cooperation in the sphere of tourism management.
The Dnipro Hotel is very popular among the foreign and native tourist, because here they can find a calm place and comfort along with the quality of rendering the services, personnel amiability and professionalism.

Single Standard - 190 ˆ (VAT) breakfast is included
Double Standard - 240 ˆ (VAT) breakfast is included

River Hotel "Dneprovskiy"
10-A, Naberezhnokreschatizkaya Str.
Moorage ¹ 2
Kiev, Ukraine

River hotel “Dneprovskiy” is situated in the heart of Kiev, Podol, on the mighty banks of Dnieper river . It’s a three star hotel. Hotel Dneprovskiy eagerly welcomes guests from both all around the world and from Ukraine. The hotel has 21 rooms which offer European standard of accomodation . It has semi luxury and luxury rooms with all necessary convinence: cable TV, bathroom, all premises are air conditioned, phones for local and international calls. English breakfast is included; luxuries are equipped with jacussi and balconies with the river view.
There is a bar in the lobby with variety of drinks and European kitchen, we render round o’clock service. One may visit sauna in our hotel. The staff of the hotel is always helpful and friendly.
Be it a business visit or a tourist trip our hotel “Dneprovskiy” opens its inviting door for every guest.

Junior suite - 130 ˆ (VAT is not inclouded) breakfast is included
Lux two-room - 203 ˆ (VAT is not inclouded) breakfast is included

President Hotel

12, Hospitaly Str.
Kiev, Ukraine

President Hotel built in 1990 is located in the historical district of our city - Pechersk. It has a great territory and extensive infrastructure of services. Hotel has 373 rooms. The wide room base is represented by the following categories: "apartment", "suite", " junior-suite", " junior-suite superior", "standard", "standard superior" and "economy" ones. The hotel is situated 39 kilometres from international airport Borispol and in 5 kilometres from central railway station. It will take you 15 minutes walk to the main square of Kiev – Maidan Nezalezhnosti.
In the "Evropeysky" and "Slovyansky" halls you can taste various dishes of Slavic and European cuisine; as to our bars you can arrange a business-meeting or just have a rest drinking cocktail or watching football match on a big plasma screen.
If you wish to hold a business-meeting President Hotel offers various style conference halls from 12 till 465 persons.
You can also visit Finnish sauna, Turkish bath, gym, swimming-pool and order massage in our Health&Beauty Centre.

Single Standard - 142 ˆ (VAT) breakfast is included
Double Standard - 163 ˆ (VAT) breakfast is included

Radisson SAS Hotel

22 Yaroslaviv Val Str.
Kyiv 01034 Ukraine

Radisson SAS Hotel is ideally located in a very historical and secure part of Kyiv city center. A new hotel with fresh and modern facilities and international standard of service. Free Wi-Fi in all rooms. Super Buffet Breakfast. Fitness center is complimentary for hotel guests.

Single Standard - 420 ˆ (VAT) breakfast is included



Registration ended


Additional information:
Tel: + 38 (044) 495 27 28/ 495 27 29/ 495 27 70
e-mail: i_stetsenko@applecons.com.ua
Person to contact: Inna Stetsenko, Head Project Manager