CH Robinson Worldwide Inc (CHRW) — Defensive Interval Ratio
CH Robinson Worldwide Inc (CHRW) has a Defensive Interval Ratio of 495 days as of June 2026. Defensive assets of $3.06 Billion (cash $-, short-term investments $-, receivables $3.06 Billion) cover 495 days of daily cash needs of $6.17 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
CH Robinson Worldwide Inc Defensive Interval Ratio (1996–2025)
This chart shows how CH Robinson Worldwide Inc's Defensive Interval Ratio has evolved across 30 annual periods from 1996 to 2025. As of June 2026, the ratio stands at 495 days, meaning defensive assets of $3.06 Billion can fund 495 days of operations without new revenue. For the complete balance sheet picture, see CHRW total assets.
Annual Defensive Interval Ratio for CH Robinson Worldwide Inc (1996–2025)
The table below presents the year-by-year Defensive Interval Ratio for CH Robinson Worldwide Inc from 1996 to 2025, covering 30 annual filings. Each row shows defensive assets, daily cash need, the DIR in days, and the change in days compared to the prior year. See how liquid is CH Robinson Worldwide Inc's working capital to evaluate short-term liquidity relative to the company's equity base.
| Year | DIR (days) | Defensive Assets (USD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 502 days | $2.52 Billion | $5.02 Million/day | $- | $- | ▲ +96 days |
| 2024 | 406 days | $2.58 Billion | $6.37 Million/day | $- | $- | ▼ -52 days |
| 2023 | 457 days | $2.57 Billion | $5.62 Million/day | $- | $- | ▲ +101 days |
| 2022 | 357 days | $3.25 Billion | $9.10 Million/day | $- | $- | ▼ -128 days |
| 2021 | 485 days | $4.42 Billion | $9.11 Million/day | $- | $- | ▼ -413 days |
| 2020 | 898 days | $4.53 Billion | $5.04 Million/day | $- | $1.88 Billion | ▲ +404 days |
| 2019 | 494 days | $2.11 Billion | $4.26 Million/day | $- | $- | ▼ -97 days |
| 2018 | 591 days | $2.32 Billion | $3.93 Million/day | $- | $- | ▲ +203 days |
| 2017 | 388 days | $2.11 Billion | $5.45 Million/day | $- | $0.00 | ▲ +43 days |
| 2016 | 345 days | $1.71 Billion | $4.96 Million/day | $- | $0.00 | ▼ -34 days |
| 2015 | 379 days | $1.51 Billion | $3.97 Million/day | $- | $0.00 | ▼ -68 days |
| 2014 | 447 days | $1.93 Billion | $4.32 Million/day | $- | $359.39 Million | ▲ +31 days |
| 2013 | 417 days | $1.45 Billion | $3.48 Million/day | $- | $0.00 | ▼ -2 days |
| 2012 | 418 days | $1.41 Billion | $3.38 Million/day | $- | $0.00 | ▼ -77 days |
| 2011 | 495 days | $1.19 Billion | $2.40 Million/day | $- | $0.00 | ▲ +1 days |
| 2010 | 494 days | $1.05 Billion | $2.11 Million/day | $- | $9.29 Million | ▲ +29 days |
| 2009 | 466 days | $933.85 Million | $2.00 Million/day | $- | $48.31 Million | ▲ +31 days |
| 2008 | 435 days | $831.53 Million | $1.91 Million/day | $- | $2.64 Million | ▼ -60 days |
| 2007 | 495 days | $1.03 Billion | $2.08 Million/day | $- | $115.84 Million | ▲ +22 days |
| 2006 | 473 days | $889.76 Million | $1.88 Million/day | $- | $124.77 Million | ▼ -27 days |
| 2005 | 500 days | $839.28 Million | $1.68 Million/day | $- | $122.55 Million | ▼ -37 days |
| 2004 | 537 days | $665.87 Million | $1.24 Million/day | $- | $121.60 Million | ▲ +55 days |
| 2003 | 482 days | $503.19 Million | $1.04 Million/day | $- | $45.74 Million | ▲ +18 days |
| 2002 | 464 days | $436.90 Million | $941.02K/day | $- | $45.23 Million | ▲ +46 days |
| 2001 | 418 days | $370.38 Million | $886.38K/day | $- | $- | ▲ +44 days |
| 2000 | 374 days | $354.95 Million | $948.63K/day | $- | $- | ▲ +17 days |
| 1999 | 358 days | $270.30 Million | $755.89K/day | $- | $- | ▲ +21 days |
| 1998 | 337 days | $221.00 Million | $656.44K/day | $- | $- | ▼ -69 days |
| 1997 | 406 days | $224.00 Million | $552.33K/day | $- | $- | ▲ +31 days |
| 1996 | 375 days | $170.90 Million | $455.89K/day | $- | $- | — |