Quanex Building Products (NX) — Defensive Interval Ratio
Quanex Building Products (NX) has a Defensive Interval Ratio of 373 days as of January 2026. Defensive assets of $251.55 Million (cash $62.31 Million, short-term investments $-, receivables $189.24 Million) cover 373 days of daily cash needs of $673.52K/day. Check Quanex Building Products (NX) tangible equity ratio to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Quanex Building Products Defensive Interval Ratio (1994–2025)
This chart shows how Quanex Building Products's Defensive Interval Ratio has evolved across 32 annual periods from 1994 to 2025. As of January 2026, the ratio stands at 373 days, meaning defensive assets of $251.55 Million can fund 373 days of operations without new revenue. Also explore NX net asset momentum to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Quanex Building Products (1994–2025)
The table below presents the year-by-year Defensive Interval Ratio for Quanex Building Products from 1994 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 Quanex Building Products stock valuation.
| Year | DIR (days) | Defensive Assets (USD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 365 days | $281.40 Million | $771.36K/day | $76.02 Million | $- | ▼ -38 days |
| 2024 | 403 days | $301.37 Million | $747.58K/day | $97.74 Million | $- | ▼ -42 days |
| 2023 | 445 days | $164.08 Million | $368.94K/day | $58.47 Million | $- | ▲ +50 days |
| 2022 | 394 days | $151.11 Million | $383.13K/day | $55.09 Million | $- | ▲ +52 days |
| 2021 | 343 days | $148.37 Million | $432.88K/day | $40.06 Million | $- | ▼ -49 days |
| 2020 | 392 days | $139.91 Million | $356.82K/day | $51.62 Million | $- | ▲ +14 days |
| 2019 | 379 days | $113.81 Million | $300.70K/day | $30.87 Million | $- | ▼ -24 days |
| 2018 | 403 days | $113.02 Million | $280.44K/day | $29.00 Million | $0.00 | ▲ +71 days |
| 2017 | 332 days | $96.87 Million | $291.66K/day | $17.45 Million | $0.00 | ▼ -17 days |
| 2016 | 349 days | $109.15 Million | $312.70K/day | $25.53 Million | $0.00 | ▲ +84 days |
| 2015 | 265 days | $64.08 Million | $241.78K/day | $- | $0.00 | ▼ -6 days |
| 2014 | 271 days | $55.19 Million | $203.50K/day | $- | $0.00 | ▼ -25 days |
| 2013 | 296 days | $98.83 Million | $333.88K/day | $- | $0.00 | ▲ +51 days |
| 2012 | 245 days | $85.64 Million | $350.17K/day | $- | $0.00 | ▼ -41 days |
| 2011 | 286 days | $81.97 Million | $286.98K/day | $- | $0.00 | ▲ +9 days |
| 2010 | 277 days | $87.01 Million | $314.49K/day | $- | $- | ▼ -23 days |
| 2009 | 300 days | $80.17 Million | $267.57K/day | $- | $- | ▼ -13 days |
| 2008 | 313 days | $101.21 Million | $323.81K/day | $- | $- | ▲ +68 days |
| 2007 | 245 days | $234.50 Million | $956.99K/day | $- | $44.75 Million | ▼ -78 days |
| 2006 | 323 days | $184.31 Million | $570.99K/day | $- | $- | ▲ +75 days |
| 2005 | 248 days | $152.07 Million | $613.42K/day | $- | $- | ▼ -50 days |
| 2004 | 298 days | $176.36 Million | $592.34K/day | $- | $- | ▼ -24 days |
| 2003 | 321 days | $123.19 Million | $383.42K/day | $- | $- | ▲ +7 days |
| 2002 | 314 days | $116.12 Million | $369.33K/day | $- | $- | ▲ +17 days |
| 2001 | 298 days | $109.71 Million | $368.74K/day | $- | $- | ▲ +23 days |
| 2000 | 274 days | $98.47 Million | $358.91K/day | $- | $- | ▲ +41 days |
| 1999 | 234 days | $87.20 Million | $372.99K/day | $- | $- | ▲ +22 days |
| 1998 | 212 days | $85.17 Million | $402.28K/day | $- | $- | ▼ -6 days |
| 1997 | 218 days | $80.09 Million | $367.34K/day | $- | $- | ▼ -30 days |
| 1996 | 248 days | $103.93 Million | $419.36K/day | $- | $- | ▲ +18 days |
| 1995 | 230 days | $104.24 Million | $452.62K/day | $- | $- | ▼ -141 days |
| 1994 | 372 days | $137.15 Million | $369.18K/day | $- | $54.07 Million | — |