PACCAR Inc (PCAR) — Defensive Interval Ratio
PACCAR Inc (PCAR) has a Defensive Interval Ratio of 842 days as of March 2026. Defensive assets of $24.81 Billion (cash $-, short-term investments $3.21 Billion, receivables $21.60 Billion) cover 842 days of daily cash needs of $29.48 Million/day. Check how tangible is PACCAR Inc's equity to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
PACCAR Inc Defensive Interval Ratio (1985–2025)
This chart shows how PACCAR Inc's Defensive Interval Ratio has evolved across 41 annual periods from 1985 to 2025. As of March 2026, the ratio stands at 842 days, meaning defensive assets of $24.81 Billion can fund 842 days of operations without new revenue. Also explore net asset momentum of PACCAR Inc to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for PACCAR Inc (1985–2025)
The table below presents the year-by-year Defensive Interval Ratio for PACCAR Inc from 1985 to 2025, covering 41 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 PACCAR Inc (PCAR) total market value.
| Year | DIR (days) | Defensive Assets (USD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 520 days | $11.23 Billion | $21.62 Million/day | $- | $9.25 Billion | ▼ -156 days |
| 2024 | 676 days | $24.03 Billion | $35.53 Million/day | $- | $2.78 Billion | ▲ +61 days |
| 2023 | 615 days | $21.59 Billion | $35.10 Million/day | $- | $1.82 Billion | ▼ -45 days |
| 2022 | 660 days | $17.33 Billion | $26.24 Million/day | $- | $1.61 Billion | ▼ -18 days |
| 2021 | 678 days | $15.06 Billion | $22.20 Million/day | $- | $1.56 Billion | ▼ -41 days |
| 2020 | 719 days | $14.45 Billion | $20.08 Million/day | $- | $1.43 Billion | ▲ +612 days |
| 2019 | 107 days | $2.47 Billion | $23.06 Million/day | $- | $1.16 Billion | ▼ -7 days |
| 2018 | 114 days | $2.33 Billion | $20.56 Million/day | $- | $1.02 Billion | ▼ -34 days |
| 2017 | 147 days | $2.50 Billion | $16.94 Million/day | $- | $1.37 Billion | ▼ -2 days |
| 2016 | 150 days | $2.00 Billion | $13.38 Million/day | $- | $1.14 Billion | ▼ -616 days |
| 2015 | 766 days | $11.63 Billion | $15.18 Million/day | $- | $1.45 Billion | ▲ +18 days |
| 2014 | 748 days | $11.36 Billion | $15.18 Million/day | $- | $1.27 Billion | ▲ +561 days |
| 2013 | 188 days | $2.29 Billion | $12.20 Million/day | $- | $1.27 Billion | ▼ -22 days |
| 2012 | 209 days | $2.09 Billion | $10.00 Million/day | $- | $1.19 Billion | ▲ +30 days |
| 2011 | 179 days | $1.89 Billion | $10.54 Million/day | $- | $910.10 Million | ▲ +32 days |
| 2010 | 147 days | $1.06 Billion | $7.22 Million/day | $- | $450.50 Million | ▲ +31 days |
| 2009 | 116 days | $774.20 Million | $6.69 Million/day | $- | $219.50 Million | ▼ -480 days |
| 2008 | 596 days | $8.91 Billion | $14.96 Million/day | $- | $175.40 Million | ▲ +48 days |
| 2007 | 547 days | $10.46 Billion | $19.11 Million/day | $- | $778.50 Million | ▲ +39 days |
| 2006 | 508 days | $10.03 Billion | $19.74 Million/day | $- | $821.70 Million | ▼ -12 days |
| 2005 | 520 days | $8.44 Billion | $16.22 Million/day | $- | $591.40 Million | ▼ -631 days |
| 2004 | 1151 days | $7.25 Billion | $6.30 Million/day | $- | $604.80 Million | ▲ +599 days |
| 2003 | 552 days | $5.85 Billion | $10.61 Million/day | $- | $377.10 Million | ▼ -51 days |
| 2002 | 602 days | $5.60 Billion | $9.30 Million/day | $- | $535.30 Million | ▼ -5 days |
| 2001 | 607 days | $5.24 Billion | $8.63 Million/day | $- | $406.90 Million | ▲ +22 days |
| 2000 | 586 days | $5.83 Billion | $9.96 Million/day | $- | $394.70 Million | ▲ +48 days |
| 1999 | 538 days | $5.54 Billion | $10.31 Million/day | $- | $530.70 Million | ▲ +65 days |
| 1998 | 472 days | $4.17 Billion | $8.82 Million/day | $- | $- | ▼ -62 days |
| 1997 | 534 days | $3.49 Billion | $6.54 Million/day | $- | $- | ▼ -303 days |
| 1996 | 838 days | $3.30 Billion | $3.94 Million/day | $- | $- | ▲ +221 days |
| 1995 | 617 days | $2.89 Billion | $4.69 Million/day | $- | $- | ▼ -61 days |
| 1994 | 678 days | $2.75 Billion | $4.06 Million/day | $- | $- | ▲ +16 days |
| 1993 | 662 days | $2.29 Billion | $3.45 Million/day | $- | $- | ▲ +120 days |
| 1992 | 542 days | $1.65 Billion | $3.04 Million/day | $- | $- | ▲ +494 days |
| 1991 | 48 days | $136.00 Million | $2.83 Million/day | $- | $- | ▼ -553 days |
| 1990 | 601 days | $1.71 Billion | $2.85 Million/day | $- | $- | ▲ +45 days |
| 1989 | 556 days | $1.78 Billion | $3.21 Million/day | $- | $- | ▲ +495 days |
| 1988 | 61 days | $194.50 Million | $3.20 Million/day | $- | $- | ▼ -96 days |
| 1987 | 157 days | $183.80 Million | $1.17 Million/day | $- | $- | ▼ -398 days |
| 1986 | 555 days | $469.30 Million | $846.03K/day | $- | $- | ▲ +405 days |
| 1985 | 150 days | $124.40 Million | $830.41K/day | $- | $- | — |