United Parcel Service Inc (UPS) — Cash Flow-to-Debt Ratio
United Parcel Service Inc (UPS) has a Cash Flow-to-Debt Ratio of 0.06x as of December 2025, meaning its operating cash flow of $3.30 Billion could theoretically repay 0% of its total liabilities ($56.84 Billion) in one year. See UPS free cash flow generation to measure how efficiently the company converts operating cash flow to free cash.
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. Also explore UPS year-over-year net asset growth to track the company's year-over-year net asset growth rate.
Annual Cash Flow-to-Debt Ratio for United Parcel Service Inc (1998–2025)
Year-by-year debt coverage analysis for United Parcel Service Inc. For market capitalisation and broader financial context, see how much is United Parcel Service Inc worth.
| 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 | — |