Syed Mubaraz

As Head of competence area - International Business, my professional engagement is based on confidence, honesty, and friendliness. I am able to integrate with TAMK’s working environment keeping the delivery of my responsibilities in the forefront. I support my team, identify internal strengths and areas that need further development. I understand the importance of human-factor, social bonding, respect and appreciation. With my professional expertise, I effectively manage and lead my team. Success in developing competencies in diverse student body as a collective effort brings spark and energy in the whole team. As it is said, if you want to go fast, go alone; but if you want to go farther, go together! 

I believe that there is no finish line in the path of improvement. In order to standout as the best, we need ordinary people with the right mid-set to deliver extraordinary results – setting examples for others to follow. The important thing is how we develop the right mind-set in the team. My personal experience has taught me that people perform better, once they feel accepted and when they are encouraged to think outside the box. I can firmly say that when it comes to people excellence, I have experienced that setting self-example motivates people to work together towards collective success. I can effectively lead my team, promoting best practice and ethics as well as developing team’s competence for future.

Member: European Council for Small Business & Entrepreneurship

Member: Scientific Association for Entrepreneurship Education. Finland.

Associate Member: LEED – 201. USGBC. United States

Associate Member: Chartered Institute of Arbitrators - United Kingdom

Student Member: APICS – Certified Supply Chain Professional. United States 

Student Member: Royal Institute of Chartered Surveyors - United Kingdom

Aligning outsourcing relationships: a resource portfolio approach (Doctotral dissertation)

The aim of this thesis is to explore the resource portfolio-based alignment of outsourcing relationships in a triadic setting in logistics and supply chain context. The study defines an outsourcing type of business relationship as a strategy to acquire, integrate and utilize resources and competence. The study reviews the literature on resource-based and industrial network view and defines relationship alignment as an ongoing process of a timely and harmonious association between mutually supporting actors. The study shows that actors combine resource elements including physical assets, capital, technology, people, processes and competence to form resource portfolios. The study follows a qualitative research design with case study method. The data was collected using semi-structured interviews from a customer company, its logistics service provider and contract manufacturer. Moreover, outsourcing and operational relationships were analyzed using an abductive strategy of inquiry to determine outsourcing relationships are aligned through resource portfolios over time. The study empirically shows that at the start of an outsourcing relationship, actors mutually understand contractual resource commitment to effectively engage and utilize necessary resources and competence, using process standardization as an administrative mechanism. As the relationship proceeds, the actors monitor and adjust resource utilization against agreed benchmarks and cost limits using control as a regulatory mechanism. Actors regularly coordinate to adapt to business processes by adjusting resources and re-structuring activities to meet the business needs. As resources evolve, quick and autonomous decision-making help to add, replace or remove certain resources to modify the portfolios. The organizational culture drives the attitude of the management and employees, and weaves the resources, activities, and actors of the mutually supporting actors together creating a timely and harmonious association to achieve the desired outcomes of the outsourcing relationship. In an operational relationship, only the activities are linked. Furthermore, the study shows that incentives do not play an important role in the customer-supplier relationship.

• Supply chain management
• Operations management
• Entrepreneurship
• Entrepreneurial orientation
• Team and teamwork
• Business simulations

• Unemployed Bio-Technology Graduates: Need Of Modernization Of Education And Training In Tunisia. 7th International Academic Conference on Teaching, Learning and Education, 2024. 
• Modernization of education and training through benchmarking: reflections from project partners. 7th World Conference on Research in Education, 2024. 
• Benchmarking as Part of Modernization of Biotechnology Education adn Trainging in Tunisia. 18th annual International Technology, Education and Development Conference. Organized by the International Academy of Technology, Education and Development, 2024.
• The Problem of Problem in Problem-based Learning: a Closer Look at the Basics. 17th annual International Technology, Education and Development Conference. Organized by the International Academy of Technology, Education and Development, 2023.
• Challenges in teamwork: International Business students' perspective. 16th annual International Technology, Education and Development Conference. Organized by the International Academy of Technology, Education and Development, 2022.
• Buseinss simulations as an effective virtual and experiential learning environment. 16th annual International Technology, Education and Development Conference. Organized by the International Academy of Technology, Education and Development, 2022.
• Business student’s perception of digital game-based learning and collaborative learning environment. 14th Annual International Conference of Education, Research and Innovation 2021.
• Entrepreneurial orientation through digitalization in entrepreneurial education: case of business simulations. 15th Entrepreneurship Education Conference 2021. Scientific Association for Entrepreneurship Education.
• Students’ assessment of factors affecting team structure and fundamentals of good teamwork. 13th Annual International Conference on Education and New Learning Technology, 2021.
• Teamwork in entrepreneurial activities: case of hybrid entrepreneurial hackathon. 15th Entrepreneurship Education Conference 2021. Scientific Association for Entrepreneurship Education.
• Students’ self and peer assessment practices: a case of hybrid entrepreneurial hackathon. 15th International Technology, Education and Development Conference 2021.
• Student characteristics and team composition: insights from 1st semester international business students. 15th International Technology, Education and Development Conference 2021.
• Students’ perception of growth and scalability of startup ideas. 12th Annual International Conference on Education and New Learning Technology 2020.
• Students’ approach to new business creation: case of entrepreneurial hackathon. 14th Entrepreneurship Education Conference 2020. Scientific Association for Entrepreneurship Education.
• Aligning outsourcing relationships: evidence from the Finnish manufacturing industry. 31st NOFOMA International Conference 2019. The Nordic Logistics Research Network.
• Aligning outsourcing relationships for supply chain performance. 30th NOFOMA International Conference 2018. The Nordic Logistics Research Network.
• Development & alignment of resource portfolios for logistics performance. 29th NOFOMA International Conference 2017. The Nordic Logistics Research Network.