Commerce Bancshares Inc (CBSH) — Defensive Interval Ratio
Commerce Bancshares Inc (CBSH) has a Defensive Interval Ratio of 30 days as of September 2025. Defensive assets of $2.30 Billion (cash $-, short-term investments $2.30 Billion, receivables $-) cover 30 days of daily cash needs of $76.52 Million/day. See Commerce Bancshares Inc current assets vs equity to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Commerce Bancshares Inc Defensive Interval Ratio (2000–2024)
This chart shows how Commerce Bancshares Inc's Defensive Interval Ratio has evolved across 25 annual periods from 2000 to 2024. As of September 2025, the ratio stands at 30 days, meaning defensive assets of $2.30 Billion can fund 30 days of operations without new revenue. See CBSH equity to assets ratio to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for Commerce Bancshares Inc (2000–2024)
The table below presents the year-by-year Defensive Interval Ratio for Commerce Bancshares Inc from 2000 to 2024, covering 25 annual filings. Each row shows defensive assets, daily cash need, the DIR in days, and the change in days compared to the prior year. For live market cap and the full company financial profile, see Commerce Bancshares Inc (CBSH) total market value.
| Year | DIR (days) | Defensive Assets (USD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 118 days | $9.14 Billion | $77.32 Million/day | $- | $9.14 Billion | ▼ -7 days |
| 2023 | 125 days | $9.68 Billion | $77.46 Million/day | $- | $9.68 Billion | ▼ -221 days |
| 2022 | 346 days | $12.24 Billion | $35.38 Million/day | $- | $12.24 Billion | ▼ -10 days |
| 2021 | 356 days | $14.45 Billion | $40.55 Million/day | $- | $14.45 Billion | ▼ -4 days |
| 2020 | 361 days | $12.45 Billion | $34.53 Million/day | $- | $12.45 Billion | ▲ +3 days |
| 2019 | 358 days | $8.57 Billion | $23.97 Million/day | $- | $8.57 Billion | ▲ +9 days |
| 2018 | 349 days | $8.54 Billion | $24.48 Million/day | $- | $8.54 Billion | ▼ -21 days |
| 2017 | 370 days | $8.77 Billion | $23.74 Million/day | $- | $8.77 Billion | ▼ -11 days |
| 2016 | 381 days | $9.65 Billion | $25.35 Million/day | $- | $9.65 Billion | ▲ +219 days |
| 2015 | 161 days | $9.78 Billion | $60.66 Million/day | $- | $9.78 Billion | ▼ 0 days |
| 2014 | 161 days | $9.52 Billion | $59.07 Million/day | $- | $9.52 Billion | ▲ +2 days |
| 2013 | 160 days | $8.92 Billion | $55.87 Million/day | $- | $8.92 Billion | ▼ -19 days |
| 2012 | 179 days | $9.52 Billion | $53.24 Million/day | $- | $9.52 Billion | ▼ -8 days |
| 2011 | 186 days | $9.22 Billion | $49.47 Million/day | $- | $9.22 Billion | ▲ +18 days |
| 2010 | 168 days | $7.41 Billion | $44.02 Million/day | $- | $7.41 Billion | ▲ +14 days |
| 2009 | 154 days | $6.47 Billion | $41.96 Million/day | $- | $6.47 Billion | ▲ +55 days |
| 2008 | 99 days | $3.78 Billion | $38.14 Million/day | $- | $3.78 Billion | ▲ +12 days |
| 2007 | 87 days | $3.30 Billion | $37.78 Million/day | $- | $3.30 Billion | ▼ -7 days |
| 2006 | 94 days | $3.50 Billion | $37.09 Million/day | $- | $3.50 Billion | ▼ -19 days |
| 2005 | 113 days | $3.77 Billion | $33.37 Million/day | $- | $3.77 Billion | ▼ -30 days |
| 2004 | 143 days | $4.84 Billion | $33.83 Million/day | $- | $4.84 Billion | ▼ -6 days |
| 2003 | 149 days | $5.04 Billion | $33.74 Million/day | $- | $5.04 Billion | ▲ +12 days |
| 2002 | 137 days | $4.28 Billion | $31.16 Million/day | $- | $4.28 Billion | ▲ +15 days |
| 2001 | 122 days | $3.72 Billion | $30.46 Million/day | $- | $3.72 Billion | ▲ +113 days |
| 2000 | 9 days | $241.84 Million | $26.37 Million/day | $- | $241.84 Million | — |