Champion Building Materials Co Ltd (1806) — Defensive Interval Ratio
Champion Building Materials Co Ltd (1806) has a Defensive Interval Ratio of 258 days as of March 2026. Defensive assets of NT$828.21 Million (cash NT$-, short-term investments NT$91.49 Million, receivables NT$736.72 Million) cover 258 days of daily cash needs of NT$3.21 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Champion Building Materials Co Ltd Defensive Interval Ratio (2000–2025)
This chart shows how Champion Building Materials Co Ltd's Defensive Interval Ratio has evolved across 26 annual periods from 2000 to 2025. As of March 2026, the ratio stands at 258 days, meaning defensive assets of NT$828.21 Million can fund 258 days of operations without new revenue. For the complete balance sheet picture, see 1806 asset base.
Annual Defensive Interval Ratio for Champion Building Materials Co Ltd (2000–2025)
The table below presents the year-by-year Defensive Interval Ratio for Champion Building Materials Co Ltd from 2000 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. See 1806 net working capital ratio to evaluate short-term liquidity relative to the company's equity base.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 249 days | NT$947.11 Million | NT$3.81 Million/day | NT$- | NT$176.45 Million | ▼ -161 days |
| 2024 | 410 days | NT$1.22 Billion | NT$2.98 Million/day | NT$- | NT$307.49 Million | ▲ +256 days |
| 2023 | 154 days | NT$956.44 Million | NT$6.21 Million/day | NT$- | NT$89.72 Million | ▼ -92 days |
| 2022 | 246 days | NT$1.11 Billion | NT$4.52 Million/day | NT$- | NT$432.68 Million | ▲ +41 days |
| 2021 | 204 days | NT$1.49 Billion | NT$7.28 Million/day | NT$- | NT$392.77 Million | ▲ +34 days |
| 2020 | 171 days | NT$1.42 Billion | NT$8.32 Million/day | NT$- | NT$316.31 Million | ▲ +22 days |
| 2019 | 148 days | NT$994.90 Million | NT$6.71 Million/day | NT$- | NT$58.84 Million | ▲ +48 days |
| 2018 | 101 days | NT$1.15 Billion | NT$11.44 Million/day | NT$- | NT$209.60 Million | ▼ -54 days |
| 2017 | 154 days | NT$1.22 Billion | NT$7.91 Million/day | NT$- | NT$248.19 Million | ▲ +29 days |
| 2016 | 125 days | NT$978.49 Million | NT$7.80 Million/day | NT$- | NT$132.78 Million | ▲ +18 days |
| 2015 | 108 days | NT$1.13 Billion | NT$10.48 Million/day | NT$- | NT$74.24 Million | ▼ -47 days |
| 2014 | 155 days | NT$1.66 Billion | NT$10.68 Million/day | NT$- | NT$100.08 Million | ▲ +13 days |
| 2013 | 142 days | NT$1.41 Billion | NT$9.87 Million/day | NT$- | NT$145.87 Million | ▼ -20 days |
| 2012 | 163 days | NT$1.65 Billion | NT$10.13 Million/day | NT$- | NT$116.47 Million | ▲ +105 days |
| 2011 | 57 days | NT$464.71 Million | NT$8.12 Million/day | NT$- | NT$438.93 Million | ▼ -154 days |
| 2010 | 211 days | NT$2.60 Billion | NT$12.29 Million/day | NT$- | NT$1.71 Billion | ▲ +39 days |
| 2009 | 173 days | NT$2.23 Billion | NT$12.89 Million/day | NT$- | NT$1.38 Billion | ▲ +16 days |
| 2008 | 157 days | NT$2.20 Billion | NT$14.05 Million/day | NT$- | NT$1.23 Billion | ▼ -38 days |
| 2007 | 195 days | NT$1.91 Billion | NT$9.78 Million/day | NT$- | NT$872.32 Million | ▲ +31 days |
| 2006 | 164 days | NT$1.90 Billion | NT$11.58 Million/day | NT$- | NT$857.61 Million | ▲ +21 days |
| 2005 | 143 days | NT$1.40 Billion | NT$9.78 Million/day | NT$- | NT$630.44 Million | ▲ +33 days |
| 2004 | 110 days | NT$1.08 Billion | NT$9.83 Million/day | NT$- | NT$511.46 Million | ▼ -17 days |
| 2003 | 127 days | NT$1.19 Billion | NT$9.41 Million/day | NT$- | NT$670.32 Million | ▲ +51 days |
| 2002 | 76 days | NT$695.04 Million | NT$9.20 Million/day | NT$- | NT$90.68 Million | ▼ -39 days |
| 2001 | 115 days | NT$931.98 Million | NT$8.14 Million/day | NT$- | NT$88.14 Million | ▼ -1 days |
| 2000 | 115 days | NT$985.83 Million | NT$8.55 Million/day | NT$- | NT$3.90 Million | — |