introduction

First name; Adil

Last name; Khalid

Date of birth; July1, 1976.

I received my Bachelor's Degree in Accounting from the University of Sebah (Libya) in 1998. Thereafter, I worked as an accountant at Brega Oil Company and then as a high school teacher of principle accounting. In 2004, I completed my Master's Degree in Economical Science, majoring in Finance and Banking at the Post Graduate Studies Academy of Tripoli (Libya).
My master's degree thesis was entitled "The Impact of the Southern East Asian Crisis on the Monetary Market in South Korea and Taiwan." I studied the 1997 crisis that resulted in recession, unemployment, decreased imports, inflation, and political change- all profoundly impacting the countries' economy, which then influenced neighboring countries.
After receiving my Master's Degree, I taught at the University of Sabah as an assistant teacher for one year (2005), and then as a lecturer for one year (2006). At that time, the University of Sebah did not have Finance and Banking department. Therefore, I was one of the committee members to establish the new department of Finance and Banking and I became the Finance and Banking Department director (2006-2008). Before becoming the director, and while in that position, I taught undergraduate courses such as: investment management, financial management, bank management, and portfolio management. In addition, I acted as a research supervisor for undergraduate economy students working on their Bachelor’s thesis.
While I plan to study at Lincoln University, I intend to study the demand of technology management during economic downturn. Lack of demand management process is occurring during the current global economy. There are many questions that need to be answered to return the economy on the track. For example, does current demand pattern meet the business objective? How much is the difference between actual and planned performance? How large will this gap be in the near future? What type of intervention is required to be on the track?   During an economic downturn like what we are experiencing today, demand for the products and services declines, so we immediately turn our attention to cost cutting and improving the efficiency of our supply operations. In this process we neglect the most important revenue-generation mechanism supported by the demand management process. Demand aggregation and disaggregation are important activities from the operational point of view. The unit of measure for financial planning is currency, but actual procurement. Finally, we need to measure the overall performance of the demand management process through business value. For example, we need to measure demand planning cycle time, forecast accuracy.