United Parcel Service Inc (UPS) — Capital Reinvestment Ratio
United Parcel Service Inc (UPS) has a Capital Reinvestment Ratio of 0.78x as of June 2026, meaning it reinvests 1% of its operating cash flow ($887.00 Million) in capital expenditures ($693.00 Million). Check tangible net worth ratio of United Parcel Service Inc to evaluate the tangible quality of the company's equity base.
Capital Reinvestment Ratio
Operating Cash Flow
Capital Expenditures
Data as of
United Parcel Service Inc Capital Reinvestment Ratio (1998–2025)
This chart tracks United Parcel Service Inc's Capital Reinvestment Ratio across 28 annual periods. For the full cash flow conversion analysis, see how efficiently does United Parcel Service Inc generate cash.
Annual Capital Reinvestment Ratio for United Parcel Service Inc (1998–2025)
Year-by-year Capital Reinvestment Ratio for United Parcel Service Inc from 1998 to 2025. See UPS FCF generation index to measure how efficiently the company converts operating cash flow to free cash.
| Year | Reinvestment Ratio | Operating CF (USD) | Capital Expenditures | YoY Change |
|---|---|---|---|---|
| 2025 | 0.44x | $8.45 Billion | $3.69 Billion | ▲ +12.9% |
| 2024 | 0.39x | $10.12 Billion | $3.91 Billion | ▼ -23.3% |
| 2023 | 0.50x | $10.24 Billion | $5.16 Billion | ▲ +49.0% |
| 2022 | 0.34x | $14.10 Billion | $4.77 Billion | ▲ +21.0% |
| 2021 | 0.28x | $15.01 Billion | $4.19 Billion | ▼ -46.0% |
| 2020 | 0.52x | $10.46 Billion | $5.41 Billion | ▼ -29.9% |
| 2019 | 0.74x | $8.64 Billion | $6.38 Billion | ▲ +49.4% |
| 2018 | 0.49x | $12.71 Billion | $6.28 Billion | ▼ -86.0% |
| 2017 | 3.53x | $1.48 Billion | $5.23 Billion | ▲ +671.6% |
| 2016 | 0.46x | $6.47 Billion | $2.96 Billion | ▲ +43.1% |
| 2015 | 0.32x | $7.43 Billion | $2.38 Billion | ▼ -21.2% |
| 2014 | 0.41x | $5.73 Billion | $2.33 Billion | ▲ +43.8% |
| 2013 | 0.28x | $7.30 Billion | $2.06 Billion | ▼ -5.2% |
| 2012 | 0.30x | $7.22 Billion | $2.15 Billion | ▲ +5.3% |
| 2011 | 0.28x | $7.07 Billion | $2.00 Billion | ▼ -21.7% |
| 2010 | 0.36x | $3.83 Billion | $1.39 Billion | ▲ +19.5% |
| 2009 | 0.30x | $5.29 Billion | $1.60 Billion | ▼ -3.1% |
| 2008 | 0.31x | $8.43 Billion | $2.64 Billion | ▼ -87.5% |
| 2007 | 2.51x | $1.12 Billion | $2.82 Billion | ▲ +354.9% |
| 2006 | 0.55x | $5.59 Billion | $3.08 Billion | ▲ +46.2% |
| 2005 | 0.38x | $5.79 Billion | $2.19 Billion | ▼ -5.4% |
| 2004 | 0.40x | $5.33 Billion | $2.13 Billion | ▼ -4.8% |
| 2003 | 0.42x | $4.65 Billion | $1.95 Billion | ▲ +42.2% |
| 2002 | 0.29x | $5.63 Billion | $1.66 Billion | ▼ -51.6% |
| 2001 | 0.61x | $3.90 Billion | $2.37 Billion | ▼ -22.3% |
| 2000 | 0.78x | $2.74 Billion | $2.15 Billion | ▲ +17.9% |
| 1999 | 0.66x | $2.22 Billion | $1.48 Billion | ▲ +15.8% |
| 1998 | 0.57x | $2.87 Billion | $1.65 Billion | — |