About the Event

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:

Êyiv-Mohyla Business School [kmbs] is a school of intellectual and spiritual stretching that inspires leaders. kmbs was three times in a row called #1 business school in Ukraine. Innovativeness, practice-orientation and demanding approach are key differentiation points of kmbs.

Goldratt Schools Ukraine is a part of Goldratt Group that is responsible for training of TOC-consultants, trainers and experts. Main goal of GS Ukraine is to bring best TOC-practices to leading Ukrainian managers and sharing global experience in effective operations management.



18th – 21st of March 2010

Download programm

SUNDAY, 21st OF MARCH 2010
International certification exams for obtaining TOCICO certificate


07-45 – 09-00 Guests and participants registration, morning coffee
Section topic: “TOC philosophy and TOC strategies”
09-15 – 09-30 Great opening of the Second European TOCICO conference. Welcome speech Mr. Daniel Walsh, TOCICO Chairman (USA)
09-30 – 09-45 Welcome speech of the organizers. Results of TOC implementation in Ukraine in 2009 crises year. Mr. Andrey Kolotov, partner and head of TOC-practice, Apple Consulting® (Ukraine)
09-45 – 10-30 The real constraint management attention Mr. Rami Goldratt, CEO, Goldratt Consulting (USA)
10-30 – 11-15 Cash flow management in a crises conditions Mr. Mykola Kmyt, The Governor of Lviv Region (Ukraine)
11-15 – 12-00 Significant Supply Chain Performance Improvements - Why and How to apply TOC Mr. Patrick Hoefsmit, Board Member at TOCICO (USA), owner at Blue Jonah BV (The Netherlands)
12-00 – 12-30 Coffee-break
Section topic: “Supply chain management”
12-30 – 13-15 TOC solutions in management of household goods retail stores: implementation details, achieved results (logistics, stock management, stores’ supply) Mr. Andrey Korniychuk, Director and Owner, CIA Ltd. (Ukraine)
13-15 – 14-00 Drug store chain in a crises period: how TOC tools work in the full supply chain

Mrs. Svetlana Emtseva,CFO,
Drug store chain “AGP”, (Ukraine)

14-00 – 14-45 Doubling of EBITDA in convenient stores retail chain: strategy, tactics and procedures Mr. Andrey Kolotov, partner and head of TOC-practice, Apple Consulting® (Ukraine)
14-45 – 15-45 Lunch
Section topic: “Creation and sales of the “mafia offer”
15-45 – 16-30 Using TOC-TP to understand your client and build a value offer Mr. Oded Cohen, The international director for Goldratt Schools (Israel)
16-30 – 17-15 Selling un-refusable offers in Romania and Ukraine Mrs. Iryna Nicula, Director of Publishing House “Prof-Media” (Ukraine), ex-CEO of Bassarabia Group (Romania) and Carpetta (Ukraine)
17-15 – 18-00 Is it possible to sell now? Mr. Nerius Jasinavicius, Managing Partner of TOC Sprendimai (Lithuania)
18-30 – 20-00 Gala-reception, buffet, live music, surprises


FRIDAY, 19th OF MARCH 2010
08-30 – 09-00 Ìorning coffee
Section topic: “Thinking processes and TOC strategies”
09-00 – 09-45 Learning from the TOC Tools: How to Improve Our Lives Dr. James Holt, TOCICO Board of Directors Member,  Acting Chairman on the Fundamentals Exams Committee, Professor, Engineering & Technology Management Washington State University (USA)
09-45 – 10-30 Using TOC Thinking processes for developing of breakthrough solutions for the wholesale market: problems, solutions and results Mr. Roman Fedishin, CEO, Regional Agriculture Center “Shuvar”, (Ukraine)
10-30 – 11-15 Providing changes using TOC Thinking Processes: Strategic Planning, Sales process changes, Organization conflicts resolving Mr. Vladimir Orlov, Enterprise Regional Sales Manager, Cisco (Ukraine)
11-15 – 11-45 Coffee-break
ÒSection topic: “Managing operations”
11-45 – 12-30 Operations Management — the TOC solution for MTO Mr. Oded Cohen, The international director for Goldratt Schools (Israel)
12-30 – 13-15 TOC implementation in JSC “Galychyna”: stages, procedures, results (purchasing, operations, central warehouse, branches, retail) Mr. Ivan Salomatin, commercial director, JSC “Galycnyna”, milk products manufacturer, (Ukraine)
Mr. Sergey Gucaga, Director, Inherent Simplicity Baltic (Lithuania)
13-15 – 14-00 New managerial solutions and processes implementation in accordance with TOC. Priority system in furniture manufacturing company. Appropriate motivation system. Mrs. Natalya Limonova, Director and Co-Owner of the furniture manufacturing company “Snite”, (Ukraine)
14-00 – 14-45 How to improve the freshness of bread at the shelf in retail? The full complex of solutions starting from purchasing and manufacturing till operations on a shelf at the store. Mr. Alexandr Sokolenko, Senior Consultant, Head of Apple Consulting® Project with Concern “Hlebprom”
14-45 – 15-45 Lunch
Section topic: “Managing the implementation, business-processes, motivation”
15-45 – 16-30 From the sale to delivery – managing value chain in MTO Mrs. Jelena Fedurko, Regional director Goldratt Schools in Russia and Russian speaking Region (Estonia)
16-30 – 17-15 Managing high touch times production environments using S-DBR with some elements from project management (CCPM) Mr. Amir Schragenheim, Managing Partner at Inherent Simplicity (Israel)
Mr. Sergey Gucaga, Director, Inherent Simplicity Baltic (Lithuania)
17-15 – 18-15 How TOC can leverage and lead the next generation of solutions for supply chain and new product development Mr. Daniel Walsh, TOCICO Chairman (USA)
18-15 Official closure of the Conference
18-15 – 19-00 Press-conference with speakers and invited guests

* The information will be renewed and added. Please follow the details.


08-30 – 09-00 Ìorning coffee
10-00 – 12-00 The Current Reality Tree (making it quickly)
12-00 – 12-30 Coffee-break
12-30 – 14-30 The Future Reality Tree (making it quickly)
14-30 – 15-30 Lunch
15-30 – 17-30 The PreRequiste-Transition Trees (making them quickly)
17-30 Official closure of the master-class


08-30 – 09-00 Ìorning coffee
10-00 – 12-00 Understanding the challenge – stability vs. Growth. Understanding the VV direction – build a decisive competitive edge and the capabilities to capitalize on it without exhausting the company resources and taking real risks.
12-00 – 12-30 Coffee-break
12-30 – 14-30 Designing the competitive edge. Examples: Manufacturer selling parts to manufacturers. Manufacturer selling consumer goods to resellers.
14-30 – 15-30 Lunch
15-30 – 17-30 Capitalizing on the competitive edge. Designing a buy-in process.
17-30 Official closure of the master-class


08-30 – 09-00 Ìorning coffee
10-00 – 12-00 Overview of supply chain solution.
12-00 – 12-30 Coffee-break
12-30 – 14-30 Central warehouse as the heart of the system. Production for supply chain.
14-30 – 15-30 Lunch
15-30 – 17-30 Distribution all the way to retail.
17-30 Official closure of the master-class


08-30 – 09-00 Ìorning coffee
10-00 – 12-00 Reaching consensus on why projects are late. Computer Simulation of why projects are late
12-00 – 12-30 Coffee-break
12-30 – 14-30 Computer Simulation of the impact that recurring undesirable behaviors have on successfully managing projects.
14-30 – 15-30 Lunch
15-30 – 17-30 Introduction to the Critical Chain solution.
17-30 Official closure of the master-class


18-19-20th March 2010 Conference + master-classes 980 euro including VAT (NBU exchange rate)
18-19th of March 2010 Conference 740 euro including VAT (NBU exchange rate)
20th of March 2010 Any master-class 370 euro including VAT (NBU exchange rate)


2 participants from 1 company 10% discount for the second participant from the early bird or basic price
3 participants from 1 company 25% discount for the third participant from the early bird or basic price
More than 3 participants from 1 company 35% discount for the fourth and more participants from the early bird or basic price


21st of March 2010 TOC Foundamentals 200 euro without VAT
21st of March 2010 Other exams* 300 euro without VAT

* Final conditions will be clarified additionally with ÒÎÑICO




Ukraine, 01025, Kiev
Bolshaya Zhitomirskaya street, 2a


Tel/fax: + 380 (44) 495 27 28, 495 27 29, 495 27 70
E-mail: i_stetsenko@applecons.com.ua

Head of the Project: Inna Stetsenko, Apple Consulting®

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?


Rami Goldratt
The CEO of Goldratt Consulting – the front edge TOC consulting firm, funded and chair by Dr. Eli Goldratt.

Rami is recognized worldwide as a leading figure of the Theory of Constraints (TOC) body of Knowledge. After serving as Goldratt Consulting head of development, Rami was appointed as CEO.
Was the CEO of SFSCo (Solutions for Sales Co.), the specialized supplier of Sales and Marketing experts for Viable Vision projects – a holistic solution based on TOC implemented with companies world wide.
M.A. of Philosophy from Tel Aviv university in Israel.

Nickolay Kmit
Governor of Lviv Region, Head of Lviv Regional State Administration

Nickolay Kmit was Born on 24th of March, 1966 in Buchach (Ukraine, Ternopil region). Graduated from Mechanical Engineering faculty of Lviv Polytechnic. He is married has a 19 years old daughter and 14 years old son.
During 1992-1995 Nickolay Kmit was the President of JSC "Invest Center" (Ternopil), making the company a powerful wholesaler of the Ukrainian porcelain tableware and ceramics into Russia.
From 1996 to 2004 Nickolay Kmit was in charge of the company "Nova" - a company that manufactures bottling mineral water in Morshyn (Lviv region). The result of Nickolay’s work on this position was the largest distribution network in Ukraine together with joined and developed team of professionals/

From 2005 to February 2008 Nickolay Kmit – was top-manager, co-owner and strategy consultant of the administrative devision of the central office of JSC “Indusrtial and distribution systems» (IDS Group), Kiev. Under his management the new company’s manufacturer were founded, and IDSGroup keeps its leadership at the Ukrainian market of mineral waters.
In February 2008, Nickolay Kmit is appointed as Acting Chairman of Lviv Regional State Administration. By his initiative the strategy of Mirshin city has been developed.

On 1st of September 2008 by decree of the President of Ukraine Nickolay Kmit is appointed as the Chairman of the Lviv Regional State Administration.
In March 2009 in accordance with results of the experts’ survey concerning the most influential persons in Lviv region, conducted by Center of Political Studies, The Chairman of Lviv Regional State Administration Nickolay Kmit headed Top 100 of the most influential persons of Lviv region.
In April 2009, Nickolay Kmit was named as "Man of the Year 2008" in nomination "The Regional leader".

Daniel Walsh
TOCICO Acting Chairman

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.

Patrick Hoefsmit
Owner of consulting company Blue Jonah

Patrick Hoefsmit was born in 1957 in Switzerland and grew up in the Netherlands. Patrick participated in the conception and birth of the TOC Marketing & Sales application. In the 90’s he was co-owner of a printing company in the Netherlands and Eli Goldratt describes his success story in “It’s not luck”.
He repeated the process in TIM an Office Supply company. With the service they developed – to refill office supply cabinets at the client’s site weekly, with all that was consumed in the previous week – TIM gained market share and became immune for the price war in their industry.
Patrick has experienced TOC from the boardroom side, experienced the pain and struggle that comes with visionary leadership firsthand, and enjoyed the rewards.
He was one of the first to join Goldratt Consulting in 2001 and took the responsibility as a regional director for Europe, Israel and Brazil. Since 2007 he is focused on his own consulting organization in the Netherlands; Blue Jonah, they apply TOC in the service industry and retail.
Furthermore he is an investor, a board member of TOC-ICO and president of the Randolph foundation.
Besides TOC Patrick is passionate about off shore sailing that he prefers to do with his wife Vivienne and their 4 children.

Oded Cohen
Goldratt Schools,
International Director
Goldratt UK, Director

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.

Nerius Jasinavicius
Owner of consulting company TOC sprendimai

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 of Apple Consulting®

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.

Five years ago after his first familiarization with the business management concept invented 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® right now 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 developes and lectures at TOC corporate programs and management development program It’s Not Luck, which is delivered together with the kmbs – a partner of Apple Consulting®.

Amir Schragenheim
President of Inherent Simplicity - a leading TOC software company for operations & distribution

Previously developed several computerized TOC educational and simulation tools for operations, distribution and project management

Jelena Fedurko
Goldratt Schools Principal for Russia and Russian Speaking Regions

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.

Svetlana Yemtseva
Financial Director, of the drug store chain “Apteka hormonalnyh preparatov”

Svetlana has graduated from Kiev State University of Commerce in 1995, specializing in economics and management in commerce. During 2001-2002 she mastered the course of MBA program at the International Management Institute (IMI Kiev-Geneve); the cource was tailored for financial sector specialists. She has comprised final internship in the USA.
She began her career as an accountant in retail company; then joined the drug store chain “Apteka hormonalnyh preparatov” as a chief accountant. Currently she is in charge of financial, legal and administrative aspects of company’s current activity.
Professional interests: efficient company management.
She is married and has two children.

Vladimir Orlov
Enterprise Regional Sales Manager Cisco representation office in Ukraine

Vladimir graduated from Ternopil National Technical University with the degree in «Production and technology processes automation» and «Computer integrated technologies» specialties. During two years he had internship in Birmingham City University on Networking technologies. He also graduated from the Kyiv National Economic University with the degree in «Economy of Enterprise».

Career path began teaching courses «Operator ECM» in TNTU and as assistant on «Computer-integration technologies» department. In 1999 he became the first Cisco certificated Academy instructors in Ukraine. He holds the highest Cisco technical certification – CCIE. His first sales experience was in S&T Ukraine where he was responsible for financial sector companies. Since 2005 works in Cisco representation office in Ukraine where he started as an Account manager and now is Enterprise Regional Sales Manager.

Nataliya Limonova
Owner and CEO of "Snite" LTD.

Nataliya Limonova is one of the founders of group of companies – «SNITE» and «Intekhservice» LTD and is in charge of SNITE. After graduating from the Kyiv National Taras Shevchenko University, she worked as a representative of International Financial Group TBC in Ukraine.

Nataliya has obtained her degree of Master of Business Administration at National University of Kyiv-Mohila Academy in 2009. Her areas of responsibility includes strategic planning, financial analyses and control, sales management, investment management.

Since 2001 the company SNITE with Nataliya in charge won a lot of awards for the best children furniture in Ukraine and Russia.
In her free time Nataliya enjoys traveling, reading, learning, and spend time with her family.

Andrey Korniychyk
owner and director of "ÑIA" company

Andrey has got his first education at the State University “Lviv Polytechnic” and his speciality there was mechanical engineer “Electrovac construction”.

His second education he got at the International Academy of Personnel Management with a degree in Marketing and Advertising. Further he was improving in different company management systems, he got dozen courses on logistics, finance, distribution and TOC supply chain management.

His professional career Andrey has started in 2000 as a specialist in marketing at Lamp Factory "Iskra" in Lviv. In 2003 he was invited to Kiev to take part in the organization of distribution company "Lendkom" as a head of the sales department. In 2006 he was appointed as a Director of the company. Since 2007 has was implementing TOC technology at the company.

From 2009 Andrey began to develop his own business, the company “CIA” LTD, which is based on TOC techniques and tools. The goal of this compay is to join into one supply chain household goods and construction stores in order to manage all this supply chain by TOC tools and methods.

Roman Fedishin
CEO of the Regional Agricultural Center "Shuvar"

Roman was born in June 18, 1969 in Lviv. In 1993 he graduated from Lviv Trade and Economic Institute, in 2009 - the business school at the Kiev-Mohyla Academy (MBA).

He began his career as head of trading company “Shuvar “, which in 1993 had only 8 people. “Shuvar” LTD went through a path from the retail store to a diversified enterprise, in all devisions of which there are more than 400 employees. Created more than 3 thousands jobs. The mainstream of the activity since 1999 is development of agricultural products’ wholesale market of. Today "Shuvar” is a leader in Ukraine in the organization of the wholesale market for agricultural products.

Alexandr Sokolenko
Senior Consultant, Project leader Apple Consulting®

Alexandr has got his education at Kiev State Economic University. He graduated financial – economic faculty and got the qualification of economist specializing in Finanse and Credit.

His career began in 2000 in one of the leading Ukrainian enterprise – JSC “Krivirohjsteel” (now it is Arcelor Mittal «Krivoy Rog»). During 5 years of his work there he went a career path from accountant of the shopfloor to head of financial and economical department. During his work at the enterprise Alexandr participated at projects aimed to optimize the financial function, implementation of management accounting system 1S Enterprise, implementation of ISO quality management system.
For many last years Alexandr is working in Apple Consulting® Alexandr in such directions: costs analyses, development of costs models, creating of management accounting systems, budgeting, analyses and development of new business-processe for clients including supply and sales processes. Also he leeds the projects aimed to tender choice of ERP, MRP, CRM systems for clients based on developed terms of reference and new business-processes.

Also Alexandr developes and implements new strategies for client companies directed to achieve ambitiouse financial results due to TOC implementation.

Under his management or with his personal participantio successfully finished projects for Apple Consulting®’s clients in metallurgy, machine building, FMCG, wholesale and retail industries.

Ivan Salomatin
Commercial Director of Milk company “Galychyna”

Ivan got his education in Ukrainian institute of water industry specializing in engineering and construction. But his major working experience concerns marketing, sales and commercial functions in business. 8 years Ivan has been working in Group of companies “Continium”. 3 of these years he was Commercial Director of Western Milk Group – part of Group of companies “Continium”.
From February 2004 Ivan joined “Galychyna” team as the Commercial Director as currently stays this particular position there. His responsibilities are company sales, marketing and sales strategy of “Galychyna”. He is in charge of the full company’s distribution system that includes 33 branches. His work covers also all groups of retail clients.

Ivan’s major hobby is diving. He also deeply studies buddizm. He is married and has two children.

Sergej Gucaga
CEO and Founder of company Inherent Simplicity Baltic

Sergej Gucaga is specialist of implementation TOC in practice with international experience. He participates in implementation of more than 20 projects in 5 different countries from Italy to Russia. Projects in different areas: production MTO (Make to Order), MTÀ (Make to Availability), Purchasing, Distribution, Retail. He participated in project as TOC consultant, as consulting TOC consultants and technical implementer of Symphony.

Sergej Gucaga is also specialist of founding and growing companies. He grows 2 companies. Inherent Simplicity Baltic – implementation TOC projects. Euritecha – custom software development, Avokada – chairs distribution company.

Married, daughter 11 years and son 5 years

Irina Nikula,
Director of the Publishing house “Prof-Media” and the industrial magazine “Excise”

Has degree in computers from Sevastopol Institute of Instrumentation Engineering.
From 1992 until December 2009 worked in the company “Aquila-group” (one of the largest holding company in Moldova).


Engaged in implementation of decisions of TOC in the companies of Romania and Ukraine, with the direct participation of the consulting company "TOC spendimai» and director Nerius Jasinavičius.

Professional interest: staff motivation, the creation of team of professional managers, the creation of “Mafia proposals”.

Conference materials

Materials from the II 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.

Intellectual partner:

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

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 «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.

FOOD UA - information-analytical periodical for the leaders, top managers of the companies working in the food industry, who make decision, conduct business and realize projects for the development of food industry sector of Ukraine.

TV Business partner

“First Business l Channel” broadcasting is supported by more than 350 cable operators all over Ukraine, potential audience is over 11 million. Broadcasting is also performed in East European countries, Baltic countries and North America. “First Business Channel” provides its viewers with the possibility to get actual economic news, the freshest information about development of different industries 24 hours a day. There are 30 own projects, that come on air such as: news projects (“Business”, “Astrum daily”, “Information results ”); projects, that are dedicated to certain theme (“Auto-life”, Fashionline”, “IÒ for your business”); industrial projects: (“Transport”, “Property. Interior. Design”, “Force field”); specialized projects: (“Finance”, “Companies and markets”, “Business Horizons”, “Mergers and Acquisitions”).

Radio partner

Business Radio 93.8 FM is a new format of your solutions.
We fill airtime with music that is a worthy soundtrack to your everyday life.


European Business Association

Established in 1999, the EBA has been operating as a forum to discuss and find solutions to problems affecting business in Ukraine. Currently the EBA, premier organisation for foreign business in Ukraine, brings together over 750 European, Ukrainian and multinational companies, while entitling its membership to enjoy a broad scope of unique benefits and activities:

European Business Association has six regional offices operating in Dnipropetrovsk, Donetsk, Kharkiv, Lviv, Odesa, Zhytomyr.


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


Ukraine, 01025, Kiev
Bolshaya Zhitomirskaya street, 2a


Ukraine, 01025, Kiev
Bolshaya Zhitomirskaya street, 2a



Apple Consulting Ltd:

"OTP Bank", Kiev
Bank code 300528
êîä ÎÊÏÎ 31087961

TOC Sprendimai:

UAB “TOC Sprendimai”
Totoriu str. 30 – 3, LT-01121 Vilnius
Tel. +370 5 2123381
Fax. +370 5 2123391
E-mail: info@toc.lt

VAT code: LT100001169012
(Private account: LT107300010085688512)
AB bankas Hansabankas
Bank code 73000


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