Harley-Davidson Inc (HOG) — Defensive Interval Ratio
Harley-Davidson Inc (HOG) has a Defensive Interval Ratio of 280 days as of March 2026. Defensive assets of $1.90 Billion (cash $-, short-term investments $-, receivables $1.90 Billion) cover 280 days of daily cash needs of $6.79 Million/day. Check tangible equity quality of Harley-Davidson Inc to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Harley-Davidson Inc Defensive Interval Ratio (1985–2025)
This chart shows how Harley-Davidson Inc's Defensive Interval Ratio has evolved across 41 annual periods from 1985 to 2025. As of March 2026, the ratio stands at 280 days, meaning defensive assets of $1.90 Billion can fund 280 days of operations without new revenue. Also explore HOG shareholders equity momentum to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Harley-Davidson Inc (1985–2025)
The table below presents the year-by-year Defensive Interval Ratio for Harley-Davidson Inc from 1985 to 2025, covering 41 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 HOG market cap overview.
| Year | DIR (days) | Defensive Assets (USD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 455 days | $3.32 Billion | $7.28 Million/day | $3.09 Billion | $- | ▲ +658 days |
| 2024 | -202 days | $-1.97 Billion | $9.75 Million/day | $1.59 Billion | $-5.83 Billion | ▼ -624 days |
| 2023 | 422 days | $3.91 Billion | $9.27 Million/day | $1.53 Billion | $- | ▲ +64 days |
| 2022 | 358 days | $3.47 Billion | $9.68 Million/day | $1.43 Billion | $- | ▼ -26 days |
| 2021 | 385 days | $3.52 Billion | $9.16 Million/day | $1.87 Billion | $360.00K | ▼ -65 days |
| 2020 | 450 days | $4.91 Billion | $10.91 Million/day | $3.26 Billion | $47.00K | ▲ +66 days |
| 2019 | 384 days | $3.37 Billion | $8.76 Million/day | $833.87 Million | $2.00K | ▲ +5 days |
| 2018 | 379 days | $3.73 Billion | $9.86 Million/day | $1.20 Billion | $10.01 Million | ▲ +18 days |
| 2017 | 361 days | $3.12 Billion | $8.65 Million/day | $687.52 Million | $0.00 | ▼ -38 days |
| 2016 | 399 days | $3.13 Billion | $7.84 Million/day | $759.98 Million | $5.52 Million | ▲ +87 days |
| 2015 | 312 days | $2.35 Billion | $7.53 Million/day | $- | $45.19 Million | ▼ -28 days |
| 2014 | 339 days | $2.22 Billion | $6.55 Million/day | $- | $57.33 Million | ▲ +29 days |
| 2013 | 310 days | $2.13 Billion | $6.88 Million/day | $- | $99.01 Million | ▼ -202 days |
| 2012 | 512 days | $2.11 Billion | $4.12 Million/day | $- | $135.63 Million | ▲ +224 days |
| 2011 | 288 days | $2.13 Billion | $7.39 Million/day | $- | $153.38 Million | ▲ +20 days |
| 2010 | 269 days | $1.48 Billion | $5.52 Million/day | $- | $140.12 Million | ▼ -12 days |
| 2009 | 281 days | $1.75 Billion | $6.21 Million/day | $- | $39.69 Million | ▼ -288 days |
| 2008 | 569 days | $4.09 Billion | $7.19 Million/day | $- | $- | ▲ +82 days |
| 2007 | 487 days | $2.54 Billion | $5.22 Million/day | $- | $2.48 Million | ▼ -177 days |
| 2006 | 664 days | $2.90 Billion | $4.37 Million/day | $- | $658.13 Million | ▼ -452 days |
| 2005 | 1116 days | $2.67 Billion | $2.39 Million/day | $- | $905.20 Million | ▲ +156 days |
| 2004 | 959 days | $3.08 Billion | $3.21 Million/day | $- | $1.34 Billion | ▲ +339 days |
| 2003 | 620 days | $1.62 Billion | $2.62 Million/day | $- | $510.21 Million | ▲ +75 days |
| 2002 | 545 days | $1.48 Billion | $2.71 Million/day | $- | $514.80 Million | ▲ +50 days |
| 2001 | 495 days | $971.27 Million | $1.96 Million/day | $- | $196.01 Million | ▲ +34 days |
| 2000 | 461 days | $629.17 Million | $1.36 Million/day | $- | $- | ▲ +79 days |
| 1999 | 382 days | $542.70 Million | $1.42 Million/day | $- | $- | ▲ +13 days |
| 1998 | 369 days | $473.80 Million | $1.28 Million/day | $- | $- | ▼ -31 days |
| 1997 | 400 days | $396.10 Million | $990.96K/day | $- | $- | ▼ -50 days |
| 1996 | 450 days | $325.10 Million | $722.19K/day | $- | $- | ▲ +240 days |
| 1995 | 210 days | $134.20 Million | $638.90K/day | $- | $- | ▼ -32 days |
| 1994 | 242 days | $143.40 Million | $592.60K/day | $- | $- | ▲ +77 days |
| 1993 | 165 days | $86.00 Million | $522.74K/day | $- | $- | ▼ -37 days |
| 1992 | 201 days | $93.20 Million | $463.56K/day | $- | $- | ▲ +50 days |
| 1991 | 151 days | $71.50 Million | $472.88K/day | $- | $- | ▲ +22 days |
| 1990 | 129 days | $51.90 Million | $401.64K/day | $- | $- | ▲ +7 days |
| 1989 | 122 days | $45.60 Million | $373.42K/day | $- | $- | ▼ -4 days |
| 1988 | 126 days | $47.20 Million | $373.70K/day | $- | $- | ▲ +32 days |
| 1987 | 94 days | $34.40 Million | $366.03K/day | $- | $- | ▼ -28 days |
| 1986 | 122 days | $36.50 Million | $298.08K/day | $- | $- | ▼ -53 days |
| 1985 | 176 days | $27.30 Million | $155.34K/day | $- | $- | — |