United Parcel Service Inc (UPS) — Cash Flow-to-Debt Ratio
United Parcel Service Inc (UPS) has a Cash Flow-to-Debt Ratio of 0.02x as of June 2026, meaning its operating cash flow of $887.00 Million could theoretically repay 0% of its total liabilities ($56.17 Billion) in one year. See United Parcel Service Inc financial flexibility index to measure the company's free cash flow as a share of total liabilities.
CF-to-Debt Ratio
Operating Cash Flow
Total Liabilities
Data as of
United Parcel Service Inc Cash Flow-to-Debt Ratio (1998–2025)
Historical debt coverage capacity for United Parcel Service Inc across 28 annual periods. For the full cash flow conversion analysis, see UPS operating cash flow.
Annual Cash Flow-to-Debt Ratio for United Parcel Service Inc (1998–2025)
Year-by-year debt coverage analysis for United Parcel Service Inc. Check United Parcel Service Inc (UPS) cash earnings ratio to evaluate the quality of earnings relative to operating cash generation.
| Year | CF-to-Debt Ratio | Operating CF (USD) | Total Liabilities | YoY Change |
|---|---|---|---|---|
| 2025 | 0.15x | $8.45 Billion | $56.84 Billion | ▼ -21.7% |
| 2024 | 0.19x | $10.12 Billion | $53.33 Billion | ▼ -0.7% |
| 2023 | 0.19x | $10.24 Billion | $53.54 Billion | ▼ -30.4% |
| 2022 | 0.27x | $14.10 Billion | $51.32 Billion | ▲ +1.0% |
| 2021 | 0.27x | $15.01 Billion | $55.14 Billion | ▲ +60.7% |
| 2020 | 0.17x | $10.46 Billion | $61.74 Billion | ▲ +7.0% |
| 2019 | 0.16x | $8.64 Billion | $54.57 Billion | ▼ -42.0% |
| 2018 | 0.27x | $12.71 Billion | $46.55 Billion | ▲ +719.2% |
| 2017 | 0.03x | $1.48 Billion | $44.37 Billion | ▼ -79.4% |
| 2016 | 0.16x | $6.47 Billion | $39.97 Billion | ▼ -21.9% |
| 2015 | 0.21x | $7.43 Billion | $35.82 Billion | ▲ +20.6% |
| 2014 | 0.17x | $5.73 Billion | $33.28 Billion | ▼ -30.0% |
| 2013 | 0.25x | $7.30 Billion | $29.72 Billion | ▲ +16.2% |
| 2012 | 0.21x | $7.22 Billion | $34.13 Billion | ▼ -17.5% |
| 2011 | 0.26x | $7.07 Billion | $27.59 Billion | ▲ +70.8% |
| 2010 | 0.15x | $3.83 Billion | $25.55 Billion | ▼ -31.3% |
| 2009 | 0.22x | $5.29 Billion | $24.19 Billion | ▼ -34.9% |
| 2008 | 0.34x | $8.43 Billion | $25.10 Billion | ▲ +702.9% |
| 2007 | 0.04x | $1.12 Billion | $26.86 Billion | ▼ -86.7% |
| 2006 | 0.32x | $5.59 Billion | $17.73 Billion | ▼ -1.7% |
| 2005 | 0.32x | $5.79 Billion | $18.06 Billion | ▲ +0.1% |
| 2004 | 0.32x | $5.33 Billion | $16.64 Billion | ▲ +2.6% |
| 2003 | 0.31x | $4.65 Billion | $14.88 Billion | ▼ -22.9% |
| 2002 | 0.40x | $5.63 Billion | $13.90 Billion | ▲ +49.3% |
| 2001 | 0.27x | $3.90 Billion | $14.39 Billion | ▲ +17.9% |
| 2000 | 0.23x | $2.74 Billion | $11.93 Billion | ▲ +9.1% |
| 1999 | 0.21x | $2.22 Billion | $10.55 Billion | ▼ -27.3% |
| 1998 | 0.29x | $2.87 Billion | $9.89 Billion | — |