Sage Hill Electronics has enjoyed tremendous sales growth during the last 10 years. However, even though sales have steadily increased, the companys CEO, Dana Byrnes, is concerned about certain aspects of its performance. She has called a meeting with the corporate controller and the vice presidents of finance, operations, sales, and marketing to discuss the companys performance. Dana begins the meeting by making the following observations:
	We have been forced to take significant write-downs on inventory during each of the last three years because of obsolescence. In addition, inventory storage costs have soared. We rent four additional warehouses to store our increasingly diverse inventory. Five years ago inventory represented only 20% of the value of our total assets. It now exceeds 35%. Yet, even with all of this inventory, stockouts (measured by complaints by customers that the desired product is not available) have increased by 40% during the last three years. And worse yet, it seems that we constantly must discount merchandise that we have too much of.
	Dana asks the group to review the following data and make suggestions as to how the companys performance might be improved.

	(in millions)		2017		2016		2015		2014
	Inventory
	Raw materials		$229		$213		$153		$140
	Work in process		120		82		45		31
	Finished goods		587		459		413		235
	Total inventory		$936		$754		$611		$406
	Current assets		$1,713		$1,381		$1,288		$813
	Total assets		$2,756		$2,317		$2,176		$1,917
	Current liabilities		$614		$555		$527		$460
	Sales revenue		$8,823		$8,495		$7,430		$6,826
	Cost of goods sold		$6,640		$5,607		$4,339		$3,856
	Net income		$694		$1,023		$932		$893

Using the information provided, Compute the current ratio, gross profit rate, profit margin, inventory turnover, and days in inventory for 2015, 2016, and 2017. (Round current ratio to 2 decimal places, e.g. 15.25:1 and all other answers to 1 decimal place, e.g. 15.2 or 15.2%.)