HP논문 관련 영어 번역 부탁드립니다.     David Arkadia had solicited the help of a young inventory expert from Corporate HP, Dr. Billy Corrington to help him put in place a scientifically based safety stock system which would be responsive to demand uncertainties and replenishment lead times. Billy had formed a team consisting of Laura Rock, an industrial engineer, Jim Bailey, the planning supervisor and Jose Fernandez, the purchasing supervisor from Vancouver to rehaul the safety stock management system. They were to recommend a method for calculating appropriate safety stock levels for the various models and options at the three DCs. Gathering appropriate data turned out to be a task that the team spent a lot of time at. They now felt that they had a good sample of demand data and were developing the safety stock methodology (Exhibit 1). Brent was hoping that this new methodology would solve the inventory and service problem. It would be nice if he could tell his management that all this inventory and service mess was due to their lack of a sound safety stock methodology, and Billy's expertise would then be their savior.   One issue that continually came up was the choice of inventory carrying cost to be used in safety stock analyses. Estimates within the company ranged from 12% (HP's cost of debt plus some warehousing expenses) to 60% (based on the ROI expected of new product development projects). Another issue was the choice of target line item fill rate to be used. The company target was 98%, a figure that had been "developed" by marketing.   As faxes and phone calls about the worsening situation at the European DC kept pouring in, Brent also began receiving other suggestions from his colleagues that were more aggressive in nature. Talks about Vancouver's setting up a sister plant in Europe had surfaced. Would the volume in Europe be large enough to justify such a site? Where should it be located? Brent knew that the European sales and marketing folks would like such an idea. He also liked the idea of having a European plant to take care of the inventory and service problem in Europe. Maybe that would put a halt to his recent loss of sleep.   There was certainly a group that advocated more and more inventory. It was simple logic, according to them. "When it comes down to real dollars, inventory costs do not enter into the P&L statements, but lost sales hurt our revenues. Don't talk to us about inventory-service tradeoffs. Period."