Shoe Carnival Inc (SCVL) — Defensive Interval Ratio
Shoe Carnival Inc (SCVL) has a Defensive Interval Ratio of 51 days as of April 2026. Defensive assets of $19.96 Million (cash $-, short-term investments $13.25 Million, receivables $6.72 Million) cover 51 days of daily cash needs of $388.90K/day. See Shoe Carnival 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
Shoe Carnival Inc Defensive Interval Ratio (1993–2026)
This chart shows how Shoe Carnival Inc's Defensive Interval Ratio has evolved across 34 annual periods from 1993 to 2026. As of April 2026, the ratio stands at 51 days, meaning defensive assets of $19.96 Million can fund 51 days of operations without new revenue. See Shoe Carnival Inc balance sheet independence to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for Shoe Carnival Inc (1993–2026)
The table below presents the year-by-year Defensive Interval Ratio for Shoe Carnival Inc from 1993 to 2026, covering 34 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 Shoe Carnival Inc.
| Year | DIR (days) | Defensive Assets (USD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2026 | 46 days | $20.01 Million | $434.04K/day | $- | $13.64 Million | ▼ -20 days |
| 2025 | 66 days | $23.45 Million | $357.33K/day | $- | $14.43 Million | ▲ +23 days |
| 2024 | 42 days | $14.84 Million | $350.34K/day | $- | $12.25 Million | ▲ +8 days |
| 2023 | 34 days | $14.65 Million | $430.92K/day | $- | $11.60 Million | ▼ -35 days |
| 2022 | 69 days | $29.12 Million | $421.12K/day | $- | $14.96 Million | ▲ +49 days |
| 2021 | 20 days | $7.10 Million | $358.63K/day | $- | $0.00 | ▲ +12 days |
| 2020 | 8 days | $2.72 Million | $335.63K/day | $- | $- | ▲ +2 days |
| 2019 | 6 days | $1.22 Million | $193.93K/day | $- | $- | ▼ -34 days |
| 2018 | 40 days | $6.27 Million | $155.57K/day | $- | $0.00 | ▲ +22 days |
| 2017 | 19 days | $4.42 Million | $236.43K/day | $- | $0.00 | ▲ +10 days |
| 2016 | 9 days | $2.13 Million | $240.92K/day | $- | $0.00 | ▼ -4 days |
| 2015 | 13 days | $2.93 Million | $227.73K/day | $- | $0.00 | ▼ -8 days |
| 2014 | 20 days | $4.34 Million | $212.76K/day | $- | $0.00 | ▲ +11 days |
| 2013 | 10 days | $2.15 Million | $224.72K/day | $- | $0.00 | ▼ -3 days |
| 2012 | 13 days | $2.62 Million | $207.56K/day | $- | $0.00 | ▲ +5 days |
| 2011 | 8 days | $1.55 Million | $193.63K/day | $- | $- | ▲ +4 days |
| 2010 | 4 days | $746.00K | $196.13K/day | $- | $- | ▼ -4 days |
| 2009 | 8 days | $1.61 Million | $197.04K/day | $- | $- | ▲ +6 days |
| 2008 | 2 days | $411.00K | $215.00K/day | $- | $- | ▼ -2 days |
| 2007 | 4 days | $948.00K | $232.68K/day | $- | $- | ▲ +3 days |
| 2006 | 1 days | $286.00K | $208.79K/day | $- | $- | ▼ -4 days |
| 2005 | 5 days | $992.00K | $199.88K/day | $- | $- | ▲ +1 days |
| 2004 | 3 days | $587.00K | $168.80K/day | $- | $- | ▼ -3 days |
| 2003 | 7 days | $1.13 Million | $163.15K/day | $- | $- | ▼ -2 days |
| 2002 | 9 days | $1.30 Million | $146.28K/day | $- | $- | ▼ 0 days |
| 2001 | 9 days | $1.07 Million | $114.52K/day | $- | $- | ▲ +3 days |
| 2000 | 6 days | $694.00K | $111.77K/day | $- | $- | ▼ -1 days |
| 1999 | 7 days | $600.00K | $88.22K/day | $- | $- | ▼ -13 days |
| 1998 | 20 days | $800.00K | $40.27K/day | $- | $- | ▲ +2 days |
| 1997 | 18 days | $900.00K | $49.32K/day | $- | $- | ▲ +1 days |
| 1996 | 17 days | $1.00 Million | $57.26K/day | $- | $- | ▼ -4 days |
| 1995 | 21 days | $800.00K | $37.53K/day | $- | $- | ▼ -24 days |
| 1994 | 46 days | $1.30 Million | $28.49K/day | $- | $- | ▲ +25 days |
| 1993 | 20 days | $800.00K | $39.45K/day | $- | $- | — |