PepsiCo Inc (PEP) — Defensive Interval Ratio
PepsiCo Inc (PEP) has a Defensive Interval Ratio of 132 days as of December 2025. Defensive assets of $11.88 Billion (cash $-, short-term investments $371.00 Million, receivables $11.51 Billion) cover 132 days of daily cash needs of $89.76 Million/day. Check PEP intangible-adjusted equity ratio to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
PepsiCo Inc Defensive Interval Ratio (1985–2025)
This chart shows how PepsiCo Inc's Defensive Interval Ratio has evolved across 41 annual periods from 1985 to 2025. As of December 2025, the ratio stands at 132 days, meaning defensive assets of $11.88 Billion can fund 132 days of operations without new revenue. Also explore net asset growth rate of PepsiCo Inc to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for PepsiCo Inc (1985–2025)
The table below presents the year-by-year Defensive Interval Ratio for PepsiCo 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 market cap of PepsiCo Inc.
| Year | DIR (days) | Defensive Assets (USD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 132 days | $11.88 Billion | $89.76 Million/day | $- | $371.00 Million | ▲ +4 days |
| 2024 | 128 days | $11.09 Billion | $86.40 Million/day | $- | $761.00 Million | ▲ +0 days |
| 2023 | 128 days | $11.11 Billion | $86.70 Million/day | $- | $292.00 Million | ▼ -16 days |
| 2022 | 144 days | $10.56 Billion | $73.38 Million/day | $- | $394.00 Million | ▲ +18 days |
| 2021 | 126 days | $9.07 Billion | $71.84 Million/day | $- | $392.00 Million | ▼ -26 days |
| 2020 | 153 days | $9.77 Billion | $64.03 Million/day | $- | $1.37 Billion | ▲ +9 days |
| 2019 | 144 days | $8.05 Billion | $56.06 Million/day | $- | $229.00 Million | ▲ +21 days |
| 2018 | 122 days | $7.41 Billion | $60.65 Million/day | $- | $272.00 Million | ▼ -161 days |
| 2017 | 283 days | $15.92 Billion | $56.17 Million/day | $- | $8.90 Billion | ▲ +48 days |
| 2016 | 236 days | $13.66 Billion | $57.90 Million/day | $- | $6.97 Billion | ▲ +42 days |
| 2015 | 194 days | $9.35 Billion | $48.16 Million/day | $- | $2.91 Billion | ▲ +8 days |
| 2014 | 186 days | $9.24 Billion | $49.57 Million/day | $- | $2.59 Billion | ▲ +38 days |
| 2013 | 148 days | $7.26 Billion | $48.87 Million/day | $- | $303.00 Million | ▼ -9 days |
| 2012 | 157 days | $7.36 Billion | $46.82 Million/day | $- | $322.00 Million | ▲ +11 days |
| 2011 | 146 days | $7.27 Billion | $49.74 Million/day | $- | $358.00 Million | ▼ -9 days |
| 2010 | 155 days | $6.75 Billion | $43.54 Million/day | $- | $426.00 Million | ▼ -46 days |
| 2009 | 201 days | $4.82 Billion | $23.99 Million/day | $- | $192.00 Million | ▼ -3 days |
| 2008 | 203 days | $4.90 Billion | $24.07 Million/day | $- | $213.00 Million | ▼ -77 days |
| 2007 | 281 days | $5.96 Billion | $21.24 Million/day | $- | $1.57 Billion | ▲ +20 days |
| 2006 | 261 days | $4.90 Billion | $18.79 Million/day | $- | $1.17 Billion | ▲ +11 days |
| 2005 | 249 days | $6.43 Billion | $25.77 Million/day | $- | $3.17 Billion | ▼ -30 days |
| 2004 | 279 days | $5.16 Billion | $18.50 Million/day | $- | $2.17 Billion | ▲ +51 days |
| 2003 | 228 days | $4.01 Billion | $17.58 Million/day | $- | $1.18 Billion | ▲ +63 days |
| 2002 | 165 days | $2.74 Billion | $16.58 Million/day | $- | $207.00 Million | ▼ -62 days |
| 2001 | 227 days | $3.11 Billion | $13.69 Million/day | $- | $966.00 Million | ▲ +29 days |
| 2000 | 198 days | $2.60 Billion | $13.14 Million/day | $- | $467.00 Million | ▲ +25 days |
| 1999 | 173 days | $1.80 Billion | $10.38 Million/day | $- | $92.00 Million | ▲ +56 days |
| 1998 | 117 days | $2.54 Billion | $21.68 Million/day | $- | $83.00 Million | ▼ -149 days |
| 1997 | 266 days | $3.10 Billion | $11.66 Million/day | $- | $955.00 Million | ▲ +14 days |
| 1996 | 252 days | $2.62 Billion | $10.39 Million/day | $- | $339.00 Million | ▲ +6 days |
| 1995 | 246 days | $3.52 Billion | $14.33 Million/day | $- | $1.12 Billion | ▲ +104 days |
| 1994 | 142 days | $2.05 Billion | $14.44 Million/day | $- | $- | ▲ +37 days |
| 1993 | 105 days | $1.88 Billion | $18.01 Million/day | $- | $- | ▼ -30 days |
| 1992 | 134 days | $1.59 Billion | $11.85 Million/day | $- | $- | ▼ -11 days |
| 1991 | 145 days | $1.48 Billion | $10.20 Million/day | $- | $- | ▲ +37 days |
| 1990 | 108 days | $1.41 Billion | $13.07 Million/day | $- | $- | ▼ -14 days |
| 1989 | 123 days | $1.24 Billion | $10.11 Million/day | $- | $- | ▲ +30 days |
| 1988 | 92 days | $979.30 Million | $10.61 Million/day | $- | $- | ▼ -26 days |
| 1987 | 119 days | $885.60 Million | $7.46 Million/day | $- | $- | ▼ -16 days |
| 1986 | 135 days | $820.20 Million | $6.09 Million/day | $- | $- | ▼ -69 days |
| 1985 | 204 days | $1.02 Billion | $5.03 Million/day | $- | $- | — |