Dollar Tree Inc (DLTR) — Defensive Interval Ratio
Dollar Tree Inc (DLTR) has a Defensive Interval Ratio of 0 days as of April 2024. Defensive assets of $1.00 (cash $-, short-term investments $-, receivables $1.00) cover 0 days of daily cash needs of $13.03 Million/day. See Dollar Tree Inc working capital to net assets to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Dollar Tree Inc Defensive Interval Ratio (1996–2020)
This chart shows how Dollar Tree Inc's Defensive Interval Ratio has evolved across 21 annual periods from 1996 to 2020. As of April 2024, the ratio stands at 0 days, meaning defensive assets of $1.00 can fund 0 days of operations without new revenue. See DLTR net asset quality score to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for Dollar Tree Inc (1996–2020)
The table below presents the year-by-year Defensive Interval Ratio for Dollar Tree Inc from 1996 to 2020, covering 21 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 market value of Dollar Tree Inc.
| Year | DIR (days) | Defensive Assets (USD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2020 | 12 days | $113.30 Million | $9.72 Million/day | $- | $- | ▼ -6 days |
| 2019 | 18 days | $100.90 Million | $5.74 Million/day | $- | $- | ▲ +6 days |
| 2018 | 12 days | $90.40 Million | $7.83 Million/day | $- | $0.00 | ▼ -13 days |
| 2017 | 25 days | $141.90 Million | $5.77 Million/day | $- | $4.00 Million | ▼ -3 days |
| 2016 | 28 days | $158.70 Million | $5.74 Million/day | $- | $4.00 Million | ▲ +23 days |
| 2015 | 5 days | $11.00 Million | $2.36 Million/day | $- | $0.00 | ▲ +688 days |
| 2014 | -683 days | $-1.28 Billion | $1.88 Million/day | $- | $0.00 | ▲ +57 days |
| 2013 | -740 days | $-1.37 Billion | $1.85 Million/day | $- | $0.00 | ▼ -14 days |
| 2012 | -726 days | $-1.16 Billion | $1.59 Million/day | $- | $- | ▼ -827 days |
| 2011 | 101 days | $146.90 Million | $1.46 Million/day | $- | $174.80 Million | ▲ +95 days |
| 2010 | 6 days | $7.60 Million | $1.30 Million/day | $- | $27.80 Million | ▲ +28 days |
| 2009 | -23 days | $-25.30 Million | $1.12 Million/day | $- | $- | ▼ -15 days |
| 2008 | -8 days | $-8.70 Million | $1.11 Million/day | $- | $40.50 Million | ▼ -395 days |
| 2007 | 388 days | $407.10 Million | $1.05 Million/day | $- | $221.80 Million | ▲ +70 days |
| 2006 | 318 days | $257.43 Million | $809.47K/day | $- | $273.95 Million | ▲ +91 days |
| 2005 | 227 days | $182.75 Million | $806.45K/day | $- | $211.28 Million | ▲ +162 days |
| 2003 | 64 days | $36.28 Million | $565.78K/day | $- | $43.78 Million | ▼ -361 days |
| 2000 | 425 days | $174.60 Million | $410.96K/day | $- | $- | ▲ +419 days |
| 1998 | 6 days | $1.40 Million | $226.85K/day | $- | $- | ▼ -5 days |
| 1997 | 11 days | $1.90 Million | $171.23K/day | $- | $- | ▲ +7 days |
| 1996 | 4 days | $400.00K | $101.10K/day | $- | $- | — |