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. See Tractor Supply Company (TSCO) working capital ratio to evaluate short-term liquidity relative to the company's equity base.
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. See TSCO equity to assets ratio to measure how much of total assets are equity-financed.
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. For live market cap and the full company financial profile, see Tractor Supply Company market cap and net worth.
| 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 | $- | $- | — |