SML Isuzu Limited (SMLISUZU) — Defensive Interval Ratio
SML Isuzu Limited (SMLISUZU) has a Defensive Interval Ratio of 80 days as of September 2025. Defensive assets of Rs1.37 Billion (cash Rs-, short-term investments Rs-, receivables Rs1.37 Billion) cover 80 days of daily cash needs of Rs17.25 Million/day. Check SMLISUZU tangible net worth ratio to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
SML Isuzu Limited Defensive Interval Ratio (2005–2025)
This chart shows how SML Isuzu Limited's Defensive Interval Ratio has evolved across 21 annual periods from 2005 to 2025. As of September 2025, the ratio stands at 80 days, meaning defensive assets of Rs1.37 Billion can fund 80 days of operations without new revenue. Also explore SML Isuzu Limited (SMLISUZU) net asset momentum to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for SML Isuzu Limited (2005–2025)
The table below presents the year-by-year Defensive Interval Ratio for SML Isuzu Limited from 2005 to 2025, covering 21 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 SML Isuzu Limited.
| Year | DIR (days) | Defensive Assets (INR) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 128 days | Rs2.70 Billion | Rs21.14 Million/day | Rs- | Rs35.74 Million | ▲ +45 days |
| 2024 | 82 days | Rs1.85 Billion | Rs22.45 Million/day | Rs124.10 Million | Rs16.15 Million | ▲ +39 days |
| 2023 | 43 days | Rs807.20 Million | Rs18.77 Million/day | Rs16.00 Million | Rs29.20 Million | ▼ -8 days |
| 2022 | 51 days | Rs830.91 Million | Rs16.26 Million/day | Rs- | Rs13.79 Million | ▼ -2 days |
| 2021 | 53 days | Rs643.43 Million | Rs12.10 Million/day | Rs101.71 Million | Rs126.67 Million | ▼ -11 days |
| 2020 | 64 days | Rs563.28 Million | Rs8.77 Million/day | Rs164.43 Million | Rs4.24 Million | ▼ -43 days |
| 2019 | 107 days | Rs1.52 Billion | Rs14.22 Million/day | Rs0.00 | Rs2.10 Million | ▼ -10 days |
| 2018 | 117 days | Rs1.31 Billion | Rs11.17 Million/day | Rs113.50 Million | Rs1.16 Million | ▼ -76 days |
| 2017 | 193 days | Rs1.48 Billion | Rs7.67 Million/day | Rs0.00 | Rs4.80 Million | ▲ +31 days |
| 2016 | 162 days | Rs1.43 Billion | Rs8.81 Million/day | Rs- | Rs269.16 Million | ▲ +41 days |
| 2015 | 121 days | Rs1.04 Billion | Rs8.61 Million/day | Rs- | Rs- | ▼ -11 days |
| 2014 | 132 days | Rs817.71 Million | Rs6.18 Million/day | Rs- | Rs- | ▼ -61 days |
| 2013 | 193 days | Rs1.86 Billion | Rs9.62 Million/day | Rs- | Rs- | ▲ +32 days |
| 2012 | 161 days | Rs1.47 Billion | Rs9.18 Million/day | Rs- | Rs- | ▼ -32 days |
| 2011 | 192 days | Rs1.54 Billion | Rs7.98 Million/day | Rs- | Rs370.21 Million | ▼ -106 days |
| 2010 | 298 days | Rs1.70 Billion | Rs5.71 Million/day | Rs- | Rs337.77 Million | ▼ -136 days |
| 2009 | 434 days | Rs1.77 Billion | Rs4.07 Million/day | Rs- | Rs303.25 Million | ▲ +73 days |
| 2008 | 361 days | Rs2.11 Billion | Rs5.84 Million/day | Rs- | Rs252.12 Million | ▼ -45 days |
| 2007 | 406 days | Rs2.18 Billion | Rs5.37 Million/day | Rs- | Rs265.50 Million | ▼ -22 days |
| 2006 | 428 days | Rs2.80 Billion | Rs6.55 Million/day | Rs- | Rs270.47 Million | ▲ +138 days |
| 2005 | 290 days | Rs1.81 Billion | Rs6.24 Million/day | Rs- | Rs166.31 Million | — |