Dollar General Corporation (DG) — Defensive Interval Ratio
Dollar General Corporation (DG) has a Defensive Interval Ratio of 3 days as of October 2025. Defensive assets of $65.36 Million (cash $-, short-term investments $-, receivables $65.36 Million) cover 3 days of daily cash needs of $19.60 Million/day. See Dollar General Corporation (DG) 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
Dollar General Corporation Defensive Interval Ratio (1995–2025)
This chart shows how Dollar General Corporation's Defensive Interval Ratio has evolved across 30 annual periods from 1995 to 2025. As of October 2025, the ratio stands at 3 days, meaning defensive assets of $65.36 Million can fund 3 days of operations without new revenue. See DG net asset quality score to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for Dollar General Corporation (1995–2025)
The table below presents the year-by-year Defensive Interval Ratio for Dollar General Corporation from 1995 to 2025, covering 30 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 Dollar General Corporation (DG) total market value.
| Year | DIR (days) | Defensive Assets (USD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 56 days | $1.06 Billion | $18.82 Million/day | $932.58 Million | $- | ▲ +21 days |
| 2024 | 35 days | $649.54 Million | $18.43 Million/day | $537.28 Million | $- | ▲ +3 days |
| 2023 | 32 days | $517.35 Million | $16.13 Million/day | $381.58 Million | $- | ▲ +5 days |
| 2022 | 27 days | $442.22 Million | $16.38 Million/day | $344.83 Million | $- | ▼ -67 days |
| 2021 | 94 days | $1.47 Billion | $15.65 Million/day | $1.38 Billion | $- | ▲ +68 days |
| 2020 | 25 days | $316.86 Million | $12.45 Million/day | $240.32 Million | $- | ▼ -10 days |
| 2019 | 35 days | $293.29 Million | $8.26 Million/day | $235.49 Million | $- | ▼ -11 days |
| 2018 | 46 days | $375.71 Million | $8.12 Million/day | $267.44 Million | $0.00 | ▲ +19 days |
| 2017 | 28 days | $198.97 Million | $7.19 Million/day | $187.91 Million | $0.00 | ▲ +26 days |
| 2016 | 1 days | $6.84 Million | $5.47 Million/day | $- | $0.00 | ▲ +33 days |
| 2015 | -31 days | $-170.26 Million | $5.45 Million/day | $- | $0.00 | ▼ -2 days |
| 2014 | -29 days | $-146.43 Million | $4.96 Million/day | $- | $621.00K | ▼ -30 days |
| 2013 | 1 days | $4.29 Million | $4.76 Million/day | $- | $4.29 Million | ▲ +34 days |
| 2012 | -33 days | $-138.37 Million | $4.14 Million/day | $- | $1.38 Million | ▼ -6 days |
| 2011 | -27 days | $-102.75 Million | $3.74 Million/day | $- | $2.20 Million | ▼ -30 days |
| 2010 | 3 days | $9.14 Million | $3.31 Million/day | $- | $1.60 Million | ▼ 0 days |
| 2009 | 3 days | $8.49 Million | $2.95 Million/day | $- | $2.10 Million | ▼ -19 days |
| 2008 | 22 days | $52.11 Million | $2.35 Million/day | $- | $19.61 Million | ▲ +5 days |
| 2007 | 17 days | $39.78 Million | $2.28 Million/day | $- | $29.95 Million | ▲ +34 days |
| 2006 | -17 days | $-42.49 Million | $2.56 Million/day | $- | $8.85 Million | ▼ -12 days |
| 2005 | -5 days | $-10.78 Million | $2.26 Million/day | $- | $42.92 Million | ▼ -13 days |
| 2004 | 8 days | $16.35 Million | $2.04 Million/day | $- | $- | ▼ -11 days |
| 2003 | 19 days | $33.86 Million | $1.82 Million/day | $- | $- | ▲ +12 days |
| 2002 | 7 days | $21.51 Million | $3.11 Million/day | $- | $- | ▲ +2 days |
| 2000 | 5 days | $6.00 Million | $1.29 Million/day | $- | $- | ▲ +3 days |
| 1999 | 2 days | $2.52 Million | $1.25 Million/day | $- | $- | ▼ -5 days |
| 1998 | 7 days | $5.74 Million | $843.04K/day | $- | $- | ▲ +1 days |
| 1997 | 6 days | $3.69 Million | $614.97K/day | $- | $- | ▼ -11 days |
| 1996 | 17 days | $11.99 Million | $695.11K/day | $- | $- | ▼ -3 days |
| 1995 | 21 days | $11.79 Million | $572.50K/day | $- | $- | — |