CCS Supply Chain Management Co Ltd (600180) — Defensive Interval Ratio
CCS Supply Chain Management Co Ltd (600180) has a Defensive Interval Ratio of 236 days as of September 2025. Defensive assets of CN¥13.72 Billion (cash CN¥-, short-term investments CN¥13.51 Million, receivables CN¥13.71 Billion) cover 236 days of daily cash needs of CN¥58.20 Million/day. Check CCS Supply Chain Management Co Ltd (600180) tangible net worth to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
CCS Supply Chain Management Co Ltd Defensive Interval Ratio (1997–2024)
This chart shows how CCS Supply Chain Management Co Ltd's Defensive Interval Ratio has evolved across 25 annual periods from 1997 to 2024. As of September 2025, the ratio stands at 236 days, meaning defensive assets of CN¥13.72 Billion can fund 236 days of operations without new revenue. Also explore 600180 year-over-year net asset growth to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for CCS Supply Chain Management Co Ltd (1997–2024)
The table below presents the year-by-year Defensive Interval Ratio for CCS Supply Chain Management Co Ltd from 1997 to 2024, covering 25 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 CCS Supply Chain Management Co Ltd market capitalisation.
| Year | DIR (days) | Defensive Assets (CNY) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 213 days | CN¥12.74 Billion | CN¥59.89 Million/day | CN¥- | CN¥43.10 Million | ▲ +27 days |
| 2023 | 186 days | CN¥11.20 Billion | CN¥60.24 Million/day | CN¥- | CN¥4.20 Million | ▼ 0 days |
| 2022 | 186 days | CN¥11.50 Billion | CN¥61.72 Million/day | CN¥- | CN¥4.91 Million | ▼ -13 days |
| 2021 | 199 days | CN¥11.23 Billion | CN¥56.40 Million/day | CN¥- | CN¥16.92 Million | ▲ +36 days |
| 2020 | 163 days | CN¥9.78 Billion | CN¥60.04 Million/day | CN¥- | CN¥1.52 Million | ▲ +66 days |
| 2019 | 97 days | CN¥4.35 Billion | CN¥44.99 Million/day | CN¥- | CN¥26.19 Million | ▼ -52 days |
| 2018 | 149 days | CN¥5.66 Billion | CN¥38.12 Million/day | CN¥- | CN¥9.93 Million | ▼ -27 days |
| 2017 | 176 days | CN¥6.05 Billion | CN¥34.48 Million/day | CN¥- | CN¥27.85 Million | ▼ -20 days |
| 2016 | 196 days | CN¥3.92 Billion | CN¥20.04 Million/day | CN¥- | CN¥63.30 Million | ▲ +119 days |
| 2015 | 77 days | CN¥1.54 Billion | CN¥20.10 Million/day | CN¥- | CN¥41.52 Million | ▼ -4 days |
| 2014 | 81 days | CN¥1.11 Billion | CN¥13.69 Million/day | CN¥- | CN¥2.76 Million | ▼ -88 days |
| 2013 | 169 days | CN¥2.25 Billion | CN¥13.32 Million/day | CN¥- | CN¥787.36K | ▼ -137 days |
| 2012 | 306 days | CN¥653.54 Million | CN¥2.14 Million/day | CN¥- | CN¥- | ▲ +82 days |
| 2008 | 224 days | CN¥191.01 Million | CN¥853.01K/day | CN¥- | CN¥50.00 Million | ▼ -21 days |
| 2007 | 245 days | CN¥1.21 Billion | CN¥4.92 Million/day | CN¥- | CN¥- | ▼ -8 days |
| 2006 | 253 days | CN¥953.41 Million | CN¥3.77 Million/day | CN¥- | CN¥- | ▲ +56 days |
| 2005 | 197 days | CN¥453.10 Million | CN¥2.30 Million/day | CN¥- | CN¥300.01K | ▲ +37 days |
| 2004 | 160 days | CN¥337.30 Million | CN¥2.11 Million/day | CN¥- | CN¥- | ▲ +41 days |
| 2003 | 119 days | CN¥207.14 Million | CN¥1.73 Million/day | CN¥- | CN¥- | ▼ -73 days |
| 2002 | 192 days | CN¥196.93 Million | CN¥1.02 Million/day | CN¥- | CN¥- | ▼ -65 days |
| 2001 | 258 days | CN¥151.56 Million | CN¥588.30K/day | CN¥- | CN¥- | ▲ +232 days |
| 2000 | 26 days | CN¥11.78 Million | CN¥453.94K/day | CN¥- | CN¥- | ▼ -17 days |
| 1999 | 43 days | CN¥18.82 Million | CN¥440.89K/day | CN¥- | CN¥2.00 Million | ▲ +5 days |
| 1998 | 38 days | CN¥5.62 Million | CN¥149.21K/day | CN¥- | CN¥- | ▲ +24 days |
| 1997 | 14 days | CN¥2.46 Million | CN¥178.69K/day | CN¥- | CN¥- | — |