Mondelez International Inc (MDLZ) — Defensive Interval Ratio
Mondelez International Inc (MDLZ) has a Defensive Interval Ratio of 84 days as of March 2026. Defensive assets of $5.38 Billion (cash $-, short-term investments $-, receivables $5.38 Billion) cover 84 days of daily cash needs of $64.39 Million/day. See MDLZ current assets to equity ratio to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Mondelez International Inc Defensive Interval Ratio (2000–2025)
This chart shows how Mondelez International Inc's Defensive Interval Ratio has evolved across 26 annual periods from 2000 to 2025. As of March 2026, the ratio stands at 84 days, meaning defensive assets of $5.38 Billion can fund 84 days of operations without new revenue. See MDLZ equity to assets ratio to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for Mondelez International Inc (2000–2025)
The table below presents the year-by-year Defensive Interval Ratio for Mondelez International Inc from 2000 to 2025, covering 26 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 MDLZ company net worth.
| Year | DIR (days) | Defensive Assets (USD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 81 days | $4.86 Billion | $59.90 Million/day | $- | $- | ▼ -9 days |
| 2024 | 90 days | $4.81 Billion | $53.56 Million/day | $- | $- | ▲ +3 days |
| 2023 | 87 days | $4.51 Billion | $52.09 Million/day | $- | $- | ▲ +1 days |
| 2022 | 85 days | $3.91 Billion | $45.84 Million/day | $- | $- | ▲ +2 days |
| 2021 | 83 days | $3.19 Billion | $38.38 Million/day | $- | $- | ▲ +12 days |
| 2020 | 71 days | $2.96 Billion | $41.53 Million/day | $- | $6.04 Million | ▲ +1 days |
| 2019 | 70 days | $2.95 Billion | $41.98 Million/day | $- | $19.00 Million | ▲ +4 days |
| 2018 | 66 days | $3.02 Billion | $45.85 Million/day | $- | $17.00 Million | ▼ -16 days |
| 2017 | 82 days | $3.56 Billion | $43.27 Million/day | $- | $30.00 Million | ▼ -9 days |
| 2016 | 91 days | $3.60 Billion | $39.50 Million/day | $- | $135.00 Million | ▼ -39 days |
| 2015 | 130 days | $3.90 Billion | $29.92 Million/day | $- | $55.00 Million | ▲ +5 days |
| 2014 | 126 days | $4.82 Billion | $38.38 Million/day | $- | $72.00 Million | ▼ -19 days |
| 2013 | 144 days | $5.68 Billion | $39.33 Million/day | $- | $273.00 Million | ▼ -9 days |
| 2012 | 153 days | $6.24 Billion | $40.74 Million/day | $- | $109.00 Million | ▲ +27 days |
| 2011 | 126 days | $6.36 Billion | $50.53 Million/day | $- | $0.00 | ▼ -27 days |
| 2010 | 152 days | $6.54 Billion | $42.90 Million/day | $- | $0.00 | ▼ -13 days |
| 2009 | 165 days | $5.20 Billion | $31.48 Million/day | $- | $0.00 | ▲ +10 days |
| 2008 | 155 days | $4.70 Billion | $30.26 Million/day | $- | $- | ▲ +44 days |
| 2007 | 111 days | $5.20 Billion | $46.81 Million/day | $- | $- | ▼ -24 days |
| 2006 | 135 days | $3.87 Billion | $28.69 Million/day | $- | $- | ▼ -7 days |
| 2005 | 142 days | $3.38 Billion | $23.90 Million/day | $- | $- | ▼ -1 days |
| 2004 | 142 days | $3.54 Billion | $24.87 Million/day | $- | $- | ▼ -14 days |
| 2003 | 156 days | $3.37 Billion | $21.54 Million/day | $- | $- | ▼ -2 days |
| 2002 | 159 days | $3.12 Billion | $19.64 Million/day | $- | $- | ▲ +30 days |
| 2001 | 129 days | $3.13 Billion | $24.32 Million/day | $- | $- | ▼ -27 days |
| 2000 | 155 days | $3.23 Billion | $20.79 Million/day | $- | $- | — |