Tractor Supply Company (TSCO) — Defensive Interval Ratio
Tractor Supply Company (TSCO) has a Defensive Interval Ratio of 4 days as of December 2025. Defensive assets of $27.05 Million (cash $-, short-term investments $-, receivables $27.05 Million) cover 4 days of daily cash needs of $7.16 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Tractor Supply Company Defensive Interval Ratio (1993–2025)
This chart shows how Tractor Supply Company's Defensive Interval Ratio has evolved across 32 annual periods from 1993 to 2025. As of December 2025, the ratio stands at 4 days, meaning defensive assets of $27.05 Million can fund 4 days of operations without new revenue. For the complete balance sheet picture, see TSCO total asset value.
Annual Defensive Interval Ratio for Tractor Supply Company (1993–2025)
The table below presents the year-by-year Defensive Interval Ratio for Tractor Supply Company from 1993 to 2025, covering 32 annual filings. Each row shows defensive assets, daily cash need, the DIR in days, and the change in days compared to the prior year. See Tractor Supply Company (TSCO) liquidity to equity ratio to evaluate short-term liquidity relative to the company's equity base.
| Year | DIR (days) | Defensive Assets (USD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 4 days | $27.05 Million | $7.16 Million/day | $- | $- | ▲ +0 days |
| 2024 | 3 days | $21.64 Million | $6.35 Million/day | $- | $- | ▲ +3 days |
| 2023 | 0 days | $2.46 Million | $5.96 Million/day | $- | $- | ▲ +0 days |
| 2022 | 0 days | $1.00 | $6.51 Million/day | $- | $- | ▼ -3 days |
| 2021 | 3 days | $17.10 Million | $5.66 Million/day | $- | $- | ▲ +3 days |
| 2020 | 0 days | $1.00 | $4.78 Million/day | $- | $- | ▲ +29 days |
| 2019 | -29 days | $-99.75 Million | $3.42 Million/day | $- | $558.00K | ▼ -32 days |
| 2018 | 3 days | $6.71 Million | $2.57 Million/day | $- | $2.60 Million | ▲ +0 days |
| 2017 | 2 days | $5.66 Million | $2.33 Million/day | $- | $900.00K | ▲ +1 days |
| 2016 | 2 days | $3.68 Million | $2.13 Million/day | $- | $0.00 | ▲ +0 days |
| 2015 | 2 days | $3.76 Million | $2.25 Million/day | $- | $0.00 | ▼ -23 days |
| 2014 | 25 days | $40.96 Million | $1.65 Million/day | $- | $- | ▲ +4 days |
| 2013 | 20 days | $29.84 Million | $1.46 Million/day | $- | $- | ▼ -6 days |
| 2012 | 26 days | $39.90 Million | $1.54 Million/day | $- | $8.40 Million | ▼ -9 days |
| 2011 | 35 days | $44.21 Million | $1.26 Million/day | $- | $21.87 Million | ▲ +21 days |
| 2010 | 14 days | $15.91 Million | $1.17 Million/day | $- | $15.91 Million | ▼ -23 days |
| 2009 | 37 days | $42.32 Million | $1.15 Million/day | $- | $- | ▲ +75 days |
| 2008 | -38 days | $-41.90 Million | $1.10 Million/day | $- | $- | ▲ +2 days |
| 2007 | -40 days | $-41.96 Million | $1.04 Million/day | $- | $- | ▼ -39 days |
| 2006 | -1 days | $-1.48 Million | $995.18K/day | $- | $- | ▼ -65 days |
| 2004 | 64 days | $42.06 Million | $661.91K/day | $- | $- | ▲ +63 days |
| 2003 | 0 days | $144.00K | $563.91K/day | $- | $- | ▲ +0 days |
| 2002 | 0 days | $102.00K | $516.26K/day | $- | $- | ▼ -18 days |
| 2001 | 18 days | $6.52 Million | $355.21K/day | $- | $- | ▼ -6 days |
| 2000 | 25 days | $7.68 Million | $310.96K/day | $- | $- | ▲ +2 days |
| 1999 | 23 days | $6.80 Million | $297.53K/day | $- | $- | ▲ +4 days |
| 1998 | 19 days | $5.60 Million | $291.23K/day | $- | $- | ▼ -3 days |
| 1997 | 22 days | $5.20 Million | $237.53K/day | $- | $- | ▼ -1 days |
| 1996 | 23 days | $4.90 Million | $212.88K/day | $- | $- | ▲ +1 days |
| 1995 | 22 days | $3.70 Million | $171.78K/day | $- | $- | ▲ +8 days |
| 1994 | 14 days | $2.20 Million | $158.90K/day | $- | $- | ▲ +0 days |
| 1993 | 14 days | $1.90 Million | $140.55K/day | $- | $- | — |