CCS Supply Chain Management Co Ltd (600180) — Defensive Interval Ratio
CCS Supply Chain Management Co Ltd (600180) has a Defensive Interval Ratio of 181 days as of March 2026. Defensive assets of CN¥7.17 Billion (cash CN¥-, short-term investments CN¥46.56K, receivables CN¥7.17 Billion) cover 181 days of daily cash needs of CN¥39.60 Million/day. See working capital to net assets of CCS Supply Chain Management Co Ltd to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
CCS Supply Chain Management Co Ltd Defensive Interval Ratio (1997–2025)
This chart shows how CCS Supply Chain Management Co Ltd's Defensive Interval Ratio has evolved across 26 annual periods from 1997 to 2025. As of March 2026, the ratio stands at 181 days, meaning defensive assets of CN¥7.17 Billion can fund 181 days of operations without new revenue. See 600180 net asset quality score to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for CCS Supply Chain Management Co Ltd (1997–2025)
The table below presents the year-by-year Defensive Interval Ratio for CCS Supply Chain Management Co Ltd from 1997 to 2025, covering 26 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 stock valuation.
| Year | DIR (days) | Defensive Assets (CNY) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 189 days | CN¥8.08 Billion | CN¥42.79 Million/day | CN¥- | CN¥46.27K | ▼ -24 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¥- | — |