CMC Magnetics Corp (2323) — Defensive Interval Ratio
CMC Magnetics Corp (2323) has a Defensive Interval Ratio of 677 days as of March 2026. Defensive assets of NT$11.55 Billion (cash NT$-, short-term investments NT$9.30 Billion, receivables NT$2.24 Billion) cover 677 days of daily cash needs of NT$17.05 Million/day. See CMC Magnetics Corp current assets vs equity to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
CMC Magnetics Corp Defensive Interval Ratio (2000–2025)
This chart shows how CMC Magnetics Corp's Defensive Interval Ratio has evolved across 26 annual periods from 2000 to 2025. As of March 2026, the ratio stands at 677 days, meaning defensive assets of NT$11.55 Billion can fund 677 days of operations without new revenue. See CMC Magnetics Corp balance sheet quality to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for CMC Magnetics Corp (2000–2025)
The table below presents the year-by-year Defensive Interval Ratio for CMC Magnetics Corp 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. For live market cap and the full company financial profile, see 2323 stock market capitalisation.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 843 days | NT$12.37 Billion | NT$14.67 Million/day | NT$- | NT$10.14 Billion | ▼ -56 days |
| 2024 | 899 days | NT$10.44 Billion | NT$11.61 Million/day | NT$- | NT$8.92 Billion | ▼ -59 days |
| 2023 | 959 days | NT$8.62 Billion | NT$8.99 Million/day | NT$- | NT$7.13 Billion | ▲ +274 days |
| 2022 | 685 days | NT$6.97 Billion | NT$10.18 Million/day | NT$- | NT$5.26 Billion | ▼ -66 days |
| 2021 | 751 days | NT$6.98 Billion | NT$9.30 Million/day | NT$- | NT$4.97 Billion | ▲ +92 days |
| 2020 | 659 days | NT$6.15 Billion | NT$9.33 Million/day | NT$- | NT$4.44 Billion | ▼ -17 days |
| 2019 | 676 days | NT$7.40 Billion | NT$10.95 Million/day | NT$- | NT$4.38 Billion | ▲ +224 days |
| 2018 | 452 days | NT$4.29 Billion | NT$9.49 Million/day | NT$- | NT$2.88 Billion | ▼ -18 days |
| 2017 | 470 days | NT$4.41 Billion | NT$9.38 Million/day | NT$- | NT$2.54 Billion | ▲ +161 days |
| 2016 | 309 days | NT$4.54 Billion | NT$14.72 Million/day | NT$- | NT$2.43 Billion | ▲ +16 days |
| 2015 | 292 days | NT$4.69 Billion | NT$16.05 Million/day | NT$- | NT$2.11 Billion | ▲ +23 days |
| 2014 | 269 days | NT$5.56 Billion | NT$20.67 Million/day | NT$- | NT$2.12 Billion | ▲ +93 days |
| 2013 | 176 days | NT$3.79 Billion | NT$21.60 Million/day | NT$- | NT$1.02 Billion | ▼ -47 days |
| 2012 | 222 days | NT$7.32 Billion | NT$32.94 Million/day | NT$- | NT$3.72 Billion | ▲ +31 days |
| 2011 | 191 days | NT$7.34 Billion | NT$38.42 Million/day | NT$- | NT$2.59 Billion | ▲ +30 days |
| 2010 | 161 days | NT$7.06 Billion | NT$43.82 Million/day | NT$- | NT$2.89 Billion | ▼ -11 days |
| 2009 | 172 days | NT$8.26 Billion | NT$47.92 Million/day | NT$- | NT$3.21 Billion | ▲ +53 days |
| 2008 | 120 days | NT$6.64 Billion | NT$55.44 Million/day | NT$- | NT$2.23 Billion | ▼ -50 days |
| 2007 | 170 days | NT$7.92 Billion | NT$46.70 Million/day | NT$- | NT$2.18 Billion | ▼ -71 days |
| 2006 | 241 days | NT$9.52 Billion | NT$39.52 Million/day | NT$- | NT$1.72 Billion | ▲ +60 days |
| 2005 | 181 days | NT$10.27 Billion | NT$56.65 Million/day | NT$- | NT$2.17 Billion | ▼ -65 days |
| 2004 | 246 days | NT$11.75 Billion | NT$47.65 Million/day | NT$- | NT$4.20 Billion | ▼ -88 days |
| 2003 | 335 days | NT$13.98 Billion | NT$41.78 Million/day | NT$- | NT$5.09 Billion | ▲ +57 days |
| 2002 | 278 days | NT$11.63 Billion | NT$41.81 Million/day | NT$- | NT$4.10 Billion | ▼ -43 days |
| 2001 | 322 days | NT$10.70 Billion | NT$33.27 Million/day | NT$- | NT$5.87 Billion | ▼ -105 days |
| 2000 | 426 days | NT$12.87 Billion | NT$30.18 Million/day | NT$- | NT$8.60 Billion | — |