About the Event

From 10th till 13th of November the III Europe TOCICO Conference “X-files” - the most ambitious event in Europe and CIS in the field of effective business management takes place in hotel InterContinental Kyiv. This is one of the largest events of 2011, where the most progressive and ambitious Ukrainian and European business elite will be gathered together. For the third time Apple Consulting® initiates and holds this conference under patronage of Theory of Constrains International Certification Organization (TOCICO) .

The Conference promises to be the deepest in knowledge and to disclose maximum of “ X-files” – the latest achievements of TOC in business management within different fields (manufacturing, supply chain, retail, business strategy and changes implementation technology).
World well known TOC experts will disclose the most successful achievements in company strategic development. These are experts – in the field started by guru Dr. Eli Goldratt. Headliner of The III European TOCICO Conference is Mrs. Carol Ptak (USA), TOCICO CEO. Mrs. Ptak will present for participants not only new opportunities and changes in TOCICO but will make the strategically important presentation “Standing on The Shoulders of Giants”. The presentation is based on Dr. Goldratt’s approach which he left for the world community just before his death. Also Mrs. Ptak will do the full day master-class: “Material Requirements Planning in a Demand Driven World”.

Considerable attention will be given to experience of TOC implementation by the Ukrainians companies. Mr. Vladimir Îrlov, Enterprise Regional Sales Manager Cisco representation office in Ukraine will show for the first time the effective solutions in sales developed by Thinking Proñess tools. Mr. Orlov will also show the new personnel recruitment approach. The most up-to-date TOC developments in retail will be covered by 2 pharmaceutical retail chains by Mrs. Alla Lipkina, CEO of JSK “Farmatsia” and by Mrs. Svetlana Emtseva, CEO of “Apteka gormonalnih preparatov” Ltd. Starting from the full business strategy till the product on shelf in retail – these are the aspect of the presentation by Mr. Vladymyr Petryna, CEO of Milk Company “Galychyna”. Mr. Maxim Gamaly, Supply Chain Director of JSC “Chunak” will present the changes in working procedures with distributors. The same topic will cover Mr. Alexander Rudnev, Supply Chain Director of Carlsberg Ukraine (part of Carlsberg Group). How one division was rescued from losses due to TOC injection in automotive spare parts distribution – that will be the core topic of Mr. Alexandr Nikolenko, Vise President Marketing, Elit Group (Czech Rep.). The secrets of success will be shared with participants by many other international experts and top-managers.
Please pay your attention that on 12th of November there will be 4 master-classes from our international expert. On 13th of November everybody who wants can take the exam for obtaining TOCICO international certification.

You can find the detailed information about the conference, program and speakers here.

Electronic registration is available here.

Also, you can register by phone: +38 (044) 495 27 28, 495 27 29, 495 27 70.

You also can take privileges of early bird registration till 30th of September 2011.
For any addition information and further details please do not hesitate to contact Inna Stetsenko, project manager.

See you at the most important business event of the year!

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.

Educational 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.


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TOC exams for that who is targeted for obtaining TOCICO certification  + repassing of exams of The II European TOCICO conference participants, Hotel “InterContinental” Kyiv


07-45 – 09-00 Guests’ registration and morning coffee                                                       
Section topic: “TOC philosophy and TOC strategies”
09-00 – 09-10 Welcome speech of the organizers: Results of TOC implementations 2011 Mr. Andriy Kolotov, Partner and Head of TOC practice, Apple Consulting® (Ukraine)
09-10 – 09-20 Welcome speech of TOCICO Board Member Mr. Christoph Lenhartz, TOCICO Board Member, owner of "VISTEM GmbH & Co. KG" (Germany)
09-20 – 10-05 Changes in corporate sales system and in personnel recruitment approach with Thinking Processes Tools Mr. Vladimir Orlov, Enterprise Regional Sales Manager, Cisco (Ukraine)
10-05 – 10-50

Creating Meaningful Systems

Mr. Christoph Lenhartz, TOCICO Board Member, owner of “VISTEM GmbH & Co. KG” (Germany)
10-50 – 12-00 From TOC Applications to Immunizing the Company for the Future Mr. Alfredo Romero, Co-founder Goldratt’s Marketing Group (USA)
12-00 – 12-30 Coffee break
Section topic: “Supply chain management”
12-30 – 13-15 Changes in working processes with distributors of JSC “Chumak” in TOC logic: key aspects and results Mr. Maxim Gamalyy, Supply Chain Director, JSC “Chumak” (the biggest food producer) (Ukraine)
13-15 – 14-00 The power of doom: fantastic results of the team which has nothing to lose Mr. Alexander Nikolenko, Vice President Marketing Elit Group (Czech Rep.)
14-00 – 14-45 Application of TOC in auto spare parts distribution: challenges, results, mistakes and lessons Mr. Vladimir Horishko, shareholder, CEO, Company “Agro-Soyuz” (Ukraine)
14-45 – 15-45 Lunch  
Section Topic: “Supply chain management. Supporting Technologies”
15-45 – 16-30 Constraints management experience or how to transfer sales into margin Mr. Alexander Rudvev, Operational Director, Carlsberg Ukraine (part of Carlsberg Group - the largest brewing group in Northern and Eastern Europe) (Ukraine)
16-30 – 17-15 6 questions to new technologies (necessary but not sufficient). The power of Symphony simplicity Mr. Amir Schragenheim, CEO Inherent Simplicity (Israel)
Mr. Sergey Gucaga, CEO, Inherent Simplicity Baltic (Lithuania)
17-15 – 18-00 What is the key element of TOC strategy in beer industry? How to find it, develop and keep? Mr. Sergey Gucaga, CEO, Inherent Simplicity Baltic (Lithuania)
Mr. Alex Gucaga, Managing Partner Gutsaga&Company (Moldova)
18-00 – 20-30 Gala-reception, buffet, live music, surprises
17-00 – 18-00 Press conference for media partners


08-30 – 09-00 Morning coffee                                                       
Section topic: “The real constraint in current reality”
09-00 – 10-00 Management Attention – the real constraint Mr. Rami Goldratt, CEO Goldratt Consulting (Israel)
Section topic: “Strategy and tactics in manufacturing management”
10-00 – 10-45 Creation of a competitive edge at machine-building enterprises: provision of high level DDP and high service level in fulfillment of the client’s orders Mr. Vladimir Harchenko, Marketing and Business Development Director, “Dneprotehservice” (machine building group of companies), CEO JSC “Dneprotyajmash” (Ukraine)
10-45 – 11-30 From the full strategy to the product on shelf: strategic and tactic changes within TOC logic in milk company “Galychyna» Mr. Vladimir Petryna, CEO, JSC “Galychyna” (the leading yogurt manufacturer) (Ukraine)
11-30 – 12-15 TOC solutions for manufacturing management Mr. Christoph Lenhartz, TOCICO Board Member, owner of Quatuor Management Consulting (Germany)
12-15 – 12-45 Coffee break
Section topic: “Solutions for retail management. Details and implementations efficiency ”
12-45 – 13-30 Retail TOC – Get your Hands Dirty on the Implementation Mr. Humberto Baptista, Goldratt Consulting (Brazil)
13-30 – 14-15 Changes in the full system of work of a drug stores chain: starting from arguments concerning creation of the central warehouse till continuous profit growth Mrs. Alla Lipkina, CEO JSC “Farmatsia” (Ukraine),
Mr. Alexander Sokolenko, Senior Consultant, Project Manager, Apple Consulting® (Ukraine)
14-15 – 15-00 The necessity to change continuously in drug stores chain   Mrs. Svetlana Emtseva, CEO, “Apteka Hormonalnyh Preparatov” Ltd., (Ukraine)
15-00 – 16-00 Lunch
Section topic: “Standing on the Shoulders of Giants”
16-00 – 16-15 Welcome speech of TOCICO CEO: new opportunities and changes in TOCICO Mrs. Carol Ptak, CEO TOCICO (USA)

16-15 – 17-00

Sifting Information Out of the Data Ocean: Using the company’s existing data in the strategic process Mrs, Revital Cohen, TOC Expert Goldratt Consulting (Israel)

17-00 – 18-30

Standing on the Shoulders of Giants Mrs. Carol Ptak, CEO TOCICO (USA)
18-30 The official closure of the Conference


08-30 – 09-00 Morning coffee


09-00 – 12-00 This session will explore why most demand and supply planning systems deliver poor results. 
12-00 – 12-30 Coffee break
12-30 – 14-30 We will evaluate the core problems causing these inadequacies. 
14-30 – 15-30 Lunch
15-30 – 17-30 A innovative and pragmatic approach to material planning in a hypercompetitive world will be presented
17-30 The official closure of the Master-class
08-30 – 09-00 Morning coffee
09-00 – 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 The official closure of the Master-class
08-30 – 09-00 Morning coffee
09-00 – 12-00 TOC in Retail Management: The challenge
12-00 – 12-30 Coffee break
12-30 – 14-30 The solution in Retail Management
14-30 – 15-30 Lunch
15-30 – 17-30 Implementing and Tuning the solution
17-30 The official closure of the Master-class
08-30 – 09-00 Morning coffee
09-00 – 12-00 Challenges in Make to order and make to stock environments
12-00 – 12-30 Coffee break
12-30 – 14-30 Make to Order – Build, Capitalize, Sustain
14-30 – 15-30 Lunch
15-30 – 17-30 Make to Availability – Build, Capitalize, Sustain
17-30 The official closure of the Master-class


10th – 12th of November The conference + master-classes 999 euro, VAT included (exchange rate by National Bank of Ukraine)
10th – 11th of November The conference 750 euro, VAT included (exchange rate by National Bank of Ukraine)
12th of November Master class at your choice 450 euro, VAT included (exchange rate by National Bank of Ukraine)
TOCICO members There is special discount for any TOCICO members: 20% to regular prices


2-3 company employees 10% discount for the second and the third participant to the regular price
More than 3 company employees 20% discount for all subsequent participant to the regular price


13th of November TOC Fundamentals 200 euro, VAT included (exchange rate by National Bank of Ukraine)
13th of November Other TOC Exams 300 euro, VAT included (exchange rate by National Bank of Ukraine)


If your company is interested to gift the participation at the conference for your clients or partners, you can get individual for your partner Certificate - gift 30% discount to the regular price

Exams requirements and preparation

Content and Some Suggested References for Use in Preparing for the
TOCICO Fundamentals Examination.
Exams are available in English and Russian languages. It’s multiple choice.

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 GoldrattRami Goldratt (Israel)
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.

Carol Ptak (USA)

Carol Ptak is currently a partner with the Demand Driven Institute, and was most recently at Pacific Lutheran University as Visiting Professor and Distinguished Executive in Residence. Previously, she was vice president and global industry executive for manufacturing and distribution industries at PeopleSoft where she developed the concept of demand driven manufacturing (DDM). Ms. Ptak is also a past president of APICS and has authored several books on MRP, ERP, Lean and Theory of Constraints (TOC).

Humberto Rossetti Baptista (Brasil)

Humberto is the founder of Vectis Solutions (a TOC focused company) , TOC Instructor for Goldratt Schools, and Project Leader for Goldratt Consulting. Humberto is leading Viable Vision projects on Consumer Goods and Retail, led translation efforts (TOC Insights, GS material, GWS in CCPM and Viable Vision S&Ts), taught TOC VV Application Experts in Logistics, Project Management and Sales & Marketing and Project Leaders in many countries. His current interests include: TOC Principles, Implementations guided by S&Ts, advanced topics of TOC Finance, TOC for Retail, TOC for NPO (including Government, Health and Education) and techniques for teaching TOC.

Christoph Lenhartz
TOCICO Board Member, owner of Quatuor Management Consulting (Germany)

Christoph Lenhartz is co-founder and member of the executive board at Quatuor Management Consulting and a Partner at Goldratt Implementation Group Europe. Quatuor Management Consulting is a leading the Theory of Constraints (TOC) consulting organization based in Europe.
For more than 15 years he is consulting on topics of strategy, growth, business process optimization, and post-merger integration to companies worldwide in various industries (manufacturing, trade, logistics, and service) and to non-profit organizations.
Since the early 1990s he successfully employs TOC in numerous projects. As a Partner of the German TOC-Institute he develops education programs in TOC and enjoys transferring his knowledge and experience in training courses. He is the author of numerous articles on management and TOC and has given presentations on these topics at conferences.
Christoph Lenhartz studied Business Administration and Engineering Management in Germany and the United States and earned the degrees of Diplom-Kaufmann and Master of Business Administration. He is a member of APICS - The Association for Operations Management, the German Federal Association of Economists and Business Managers (bdvb) and the Theory of Constraints International Certification Organization (TOCICO). His expertise and professionalism haven been recognized through certifications by TOCICO and bdvb.
Christoph serves on the boards of TOCICO (President Elect) and the Eliyahu M. Goldratt Foundation.

Revital CohenRevital Cohen

Revital has worked as a TOC consultant since 2000, and has been involved in implementations around the world.
She has experience in implementing the variety of TOC solutions in various industries including construction, tooling, food industry, health service and the defense industry.
Revital is TOCICO certified and had been a member of the TOCICO certification committee for Thinking Processes.
For the past 4 years Revital has worked for Goldratt Consulting as a Viable Vision expert at Goldratt House and as a project auditor.

Alfredo Romero IhnenAlfredo Romero Ihnen

Alfredo Romero Ihnen is an Industrial and System Engineer with a Master in Science in Business Administration and Engineering and studies in International Business. He has been involved with the Theory of Constraints since 1991, when Dr. Eliyahu M. Goldratt asked him to support and develop the dissemination of TOC concepts. Throughout the ‘90s Alfredo gave hundreds of workshops and presentation throughout Latinamerica and worked with several companies like Colgate Palmolive, Volkswagen, Orion, Cartmont, Grupo Atsa, Azul K, to name just a few, helping them implement TOC for manufacturing, distribution, research & development, and sales & marketing. In 1999 he founded Goldratt’s Marketing Group with Dr. Goldratt to bring TOC knowledge to the public in the means of learning materials and resources. Since then, he has been focused on building, capitalizing and sustaining the infrastructure to permanently deliver TOC knowledge to individuals and organization throughout the world. Some of the most known learning resources that Alfredo and his team have brought to the market are the TOC Self Learning Programs, the TOC Insights, the Goldratt Strategy and Tactic Series and the internet video portal called TOC.tv, which includes the most comprehensive TOC video presentations available in the world. Alfredo is certified by the TOC International Certification Organization in all TOC fields and specifically as an Implementation Expert.

Alexander Rudnev (Ukraine)
Operational Director Carlsberg Ukraine (Part Carlsberg Group)

Alexander Rudnev was born on the 1st of May in 1965 in Zaporozhye. In 1989 got a Diploma of Engineer of Components and Materials of Electronic Technologies of Zaporozhye industrial institute. In 1994-1996 finished Post-graduate Study, Solid-state physics at Zaporozhye State University. His career Alexander began in 1989 in Zaporozhye Titanium and Magnesium Plant taking the position of Engineer of Central Scientific Research Laboratory of semiconductors, after that in 1994 started a career of programmer in Company “Konstanta”. The work of programmer carried away Alexander and he continued at Company “Unix” on the posotinion of IT manager in Zaporozhye. Career of Alexander in “Slavutich” started in 1997, where he passed a long way from IT manager to operational director.

Vladimir Orlov (Ukraine)
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.

Alexander NikolenkoAlexander Nikolenko (Czech Rep.)
Vice President Marketing ELIT Group (Czech Rep.)

Alexander was born on 5th of July 1972 in Uzhgorod. Alexander has got his higher education in Uzhgorod State University and graduated it with Diploma with Honor. His specialization there was Applied Mathematics.
Alexander started his career in 1994 in Elit Group (Ukraine) on a position of Programmer, salesman and back office manager but already in 4 years he was appointed the CFO of the company.
In 2002 he moved to Czech Rep. to Company Head Quarter and started his activity in company business development in all countries of presence on a position of Marketing and Logistics Director.
From 2010 Alexander is Vise President Marketing at Elit Group (Czech Rep.). His the most important achievements are significant margin % growth and sales growth in all countries of presence in 2010. Also – development and implementation of new marketing policy and creation of competitive differentiation. To advantages of Alexander’s work can be added substantial increase of suppliers support, development of Inter-Company interactions and integration of HU marketing and product management in the Group activities

Alla Lipkina (Ukraine)
CEO JSC "Farmacia"

Alla has got her first higher degree at the National pharmaceutical Academy of Ukraine with specialization of “Pharmacy” . She has also graduated Odessa State Economical University and obtained 2 specializations: “Organization management” and “Marketing”.
Her professional career Alla has started as druggist in one of drug store of the only one for that time drug store chain in Ukraine – “Farmatsia”.
In 2 years she became the head od one drug store at the commercial structure. Than she was the Commercial Director in whole sale company for 8 years.
Several years ago Alla was invited again to come back to “Farmatsia” where during rather short period of time she made career from manager of purchasing department and Commercial Director to CEO of this company. Today Alla is in charge of company strategic development.
During only 3 years “Farmatsia” team with Alla in charge managed to develop company almost from ruins – the company went the path from “paper” price-lists to full automation of all business-processes, the rebranding of the chain took place. Final business efficiency indicators were improved dramatically.
Alla considers as her important achievement the fact that drug store chain “Farmatsia” now is the European level company.

Vladimir V. HarchenkoVladimir Harchenko (Ukraine)

The Date of Birth is 16th of July 1977ã.
Education – higher education, graduated from Dnepropetrovsk state University in 1999ã. Specialization engineering and production of space-rocket aircrafts, qualification is an engineer-mechanic.

Scientific Manufacturing Firm «Dneprotehservice» Ltd.
01.01.2000 – 21.02.2001 – the leading specialist of manufacturing controlling department;
22.02.2001 – 31.05.2006 – Marketing and Marketing Development Director Deputy;
01.06.2006 – 01.08.2011 – Strategic Marketing and Business development Director Deputy.

02.08.2011 – till now – Board Chairman and CEO of JSC “DNEPROTYAJMASH”.

Married. Wife - Elena, 1977.
Daughter Maria, 18.04.2002.

Vladimir PetrynaVladimir Petryna (Ukraine)
CEO JSC “Galychyna”

Vladimir was born on 28th of January 1975 in Lviv Region. He has graduated Odessa National Communication Academy and obtained 2 specializations: engineer of satellite communication and economics.

Coming back into his Region Vladimir started his career as accountant in agricultural company. And already in several years after graduating the Academy became the chief accountant of JSC IRTS of the same field.

Starting from 30th of May 2002 Vladimir is CFO of JSC “Galychyna”. That times the Company was specialized on production and export of the dried milk while the world market of it were experiencing a deep crisis. Choosing the way of complete refocusing of the company, “Galychyna” started to produce kefirs, yoghurts, sour cream for a local consumption. “Breakthrough” at the national market started in 2005. Becoming CEO in March 2005 Vladimir engaged and inspired the team which developed a strong brand. Already in few years “Galychyna” became well known on the national level.

Today “Galychyna” is the leader in drink yoghurts in Ukraine. It is a company that has one of the most modern manufacture not only in Ukraine but also in Europe.
The most significant achievement of Vladimir within the Company is engagement and development of the powerful team that brought "Galychyna" brand to success and consumers’ hearts.

Amir Schragenheim (Israel)
President of Inherent Simplicity

Inherent Simplicity is a software firm specializing in TOC software for Production, Distribution & Retail environments. Inherent Simplicity is the exclusive software vendor for Production, Distribution & Retail to Goldratt Consulting in its Viable Vision projects. Since 2010, Inherent Simplicity is also part of the Goldratt Group.

Amir Schragenheim has been involved deeply in knowledge developments in TOC and is considered to be one of the world experts in Production, Distribution & Retail for TOC implementations and has been recognized as such by Dr. Eli Goldratt himself.

Amir holds an MBA from Tel Aviv University cum-laude, and majored in Marketing & Strategy. He is a regular speaker at the TOCICO conferences, and is a TOCICO certified expert in: Supply Chain Logistics, Finance & Measures, Project Management, and Business Strategy.

Svetlana Yemtseva (Ukraine)
General 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.

Sergej GutsagaSergej Gutsaga

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 is also a personal chess trainer of him children. Sergei created his method of teaching chess, which uses elements of TOC. The son took the 4th place up to 8 years old, and her daughter took 6th place and 14 years in the championship of the European Union Chess Championship in 2011.
Sergei together with Eli Shragenhaym created a uniquemanagement system for the production of the beer industry.

Vladimir HorischkoVladimir Horischko (Ukraine)
Director of “Agro-Soyuz"Corporation” Ltd.

Vladimir was born on 3rd of December 1958 in Nikolaevka of Novomoskovsk district in Dnepropetrovsk Region.
In 1981 he has graduated Dnipropetrovsk State University and obtained a degree in Systems Engineering of computers.
Vladimir started his career in 1984 as an engineer-electronician in Dnepropetrovsk Region Clinical Hospital named by Mechnikov.
In 1992 he founded the small company "Profy". Since the founding of a small business, a network of companies was developed that manufacture and provide services under "Agro-Soyuz" brand.
Enterprises of "Agro-Soyuz" Corporation with Vladimir Horishko in charge gained significant achievements in the expansion of the world experience and new technologies in agricultural production (plant-growing, pig breeding, ostrich breeding, etc.), agricultural equipment in Dnipropetrovsk Region, Ukraine, as well as in Russia and Kazakhstan.

Aleksey GucagaAleksey Gutsaga (Moldova)
managing partner at Gutsaga & Company

Alexei Gutsaga is managing partner at Gutsaga & Company.

Alexei is an expert in building decisive competitive edge for companies using TOC and other tools. He managed to provide growth for companies – his clients at their own markets. These companies are: Efes, Becor, pharmacy chain Elody and others.

Maksim GamaliyMaxim Gamalyy (Ukraine)
Supply Chain Director JSC “Chumak” (Ukraine)

35 years old. Maxim graduated Lviv State University economical faculty in 1998.
Maxim started his career in a trade-marketing agency and has been working in such companies as "Nova", "IDS", "Biosphere."
Since 2007 he is engaged into operations. From 2007 to 2008 Maxim was Operational manager in Fruit Master Group.
At the beginning of 2009 he was engaged in JSC "Chumak" as manager on trading operations and sales strategies. From the end of 2010 Maxim is Supply Chain Director at “Chumak”. He is charge of purchasing, warehousing, production planning as well as of the availability of finished goods at distributors' warehouses.

Andriy Kolotov (Ukraine)
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®.

Alexandr Sokolenko (Ukraine)
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.

Conference materials

All conference materials will be available at your request after 13th of November 2011


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 «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.

PRORetail.info Company represents the retail industry websites www.proretail.info. This news channel is among the leading Ukrainian media and devoted to the development of retail, FMCG and logistics sector in Ukraine and abroad.
PRORetail.info Company - is your reliable information partner in the retail trade. With us - leaders of industry and international experience.


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.


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The conference takes place in one of the most beautiful hotels in Kyiv – InterContinental Kyiv.

STYLISH LUXURY AND A LANDMARK LOCALE Situated in the very heart of ancient Kiev and next to three main Ukrainian orthodox churches: St. Sophia, St. Michael and St. Andrew. The location of the InterContinental Kiev is truly unique. Built to match its historical surroundings, the hotel's traditional style is grand and elegant. Business travellers will appreciate our proximity to corporate entities, government agencies and embassies. When it's time for leisure, a wealth of shopping, historical and cultural sights are nearby including the Opera House, Khreschatyk (Kiev Main Street) and the Museum of Eastern and Western Art.

Kiev, 2a, Veluka Zhytomyrska Street, Kiev, 01025, Ukraine
Front Desk: +380-44-2191919, fax: +380-44-2191929

Web page: intercontinental-kiev.com


Kiev, 2A, Velyka Zhytomyrska Street, 01025, Ukraine
There are special pricing conditions for Conference guests and participants in InterContinental Kyiv. Please get in touch with Inna Stetsenko, Project Manager, if you need our help in organizing of your stay in Kyiv during the conference. Please call: +38 (044) 495 27 28, 495 27 29, 495 27 70. we can also provide you some other options in Kyiv based on your requirements and budget.



The payment for participation in The Third European TOCICO conference can be made by several ways:
For residents of Ukraine on the bases on invoice payment is making to current banking data of Apple Consulting®.

Apple Consulting Ltd®:

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

For non residents and for those who would like to pay by credit card you can use paying systems of TOCICO (http://www.tocico.org/events/event_details.asp?id=184674). Please contact to Inna Stetsenko to find out details: +38 (044) 495 27 28, 495 27 29 èëè 495 27 70.


Till 01.10.2011 the are privileges of early bird registration: 10% discount for the prices below:
10th – 12th of November The conference + master-classes 999 euro, VAT included (exchange rate by National Bank of Ukraine)
10th – 11th of November The conference 750 euro, VAT included (exchange rate by National Bank of Ukraine)
12th of November Master class at your choice 450 euro, VAT included (exchange rate by National Bank of Ukraine)
TOCICO members There is special discount for any TOCICO members: 20% to regular prices


2-3 company employees 10% discount for the second and the third participant to the regular price
More than 3 company employees 20% discount for all subsequent participant to the regular price


13th of November TOC Fundamentals 200 euro, VAT included (exchange rate by National Bank of Ukraine)
13th of November Other TOC Exams 300 euro, VAT included (exchange rate by National Bank of Ukraine)


If your company is interested to gift the participation at the conference for your clients or partners, you can get individual for your partner Certificate - gift 30% discount to the regular price


Registration ended


Additional information:

If you have any questions or requests please do not hesitate to contact us:
Tel: + 38 (044) 495 27 28/ 495 27 29/ 495 27 70
e-mail: i_stetsenko@applecons.com.ua
Person to contact: Inna Stetsenko, Project Manager