The PeopleSoft-J.D. Edwards merger was, in great part, about retaining the big five (or big four, or big three) seat and the need to be bigger within shrinking market opportunities. The combined vendors should now a have solid foothold against SAP and Oracle, particularly because one better-performing side could, if necessary, cover up for the underachieving one.
economic forecasting scm
the outset of difficult economic times, and their respective poor performances in some stages. With Craig Conway at the helm, however, PeopleSoft aptly managed to avoid the early stages of the high-tech downturn, with its shares peaking above fifty dollars in early 2001. However, PeopleSoft might have become the victim of its own success during 2002 (see Figures 2 and 3 ), since 2001 was an exceptional year for its financial performance. This included a record total revenue, record profit, and more than