Long Bon International Co Ltd Defensive Interval Ratio
Long Bon International Co Ltd defensive interval ratio. Long Bon International Co Ltd (2514) has a Defensive Interval Ratio of 1168 days as of March 2026. Defensive assets of NT$6.78 Billion (cash NT$-, short-term investments NT$2.08 Billion, receivables NT$4.71 Billion) cover 1168 days of daily cash needs of NT$5.81 Million/day. See 2514 current assets to equity ratio to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Defensive Interval Ratio of Long Bon International Co Ltd (2006–2025)
Defensive interval ratio of Long Bon International Co Ltd from 2006 to 2025. This chart shows how Long Bon International Co Ltd's Defensive Interval Ratio has evolved across 20 annual periods from 2006 to 2025. As of March 2026, the ratio stands at 1168 days, meaning defensive assets of NT$6.78 Billion can fund 1168 days of operations without new revenue. Check 2514 cash and liquid asset ratio to evaluate the company's liquid asset resilience ratio.
Long Bon International Co Ltd Defensive Interval Ratio by Year (2006–2025)
Long Bon International Co Ltd defensive interval ratio by year from 2006 to 2025. The table below presents the year-by-year Defensive Interval Ratio for Long Bon International Co Ltd from 2006 to 2025, covering 20 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 the complete balance sheet picture, see balance sheet size of Long Bon International Co Ltd.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 250 days | NT$6.93 Billion | NT$27.71 Million/day | NT$- | NT$2.53 Billion | ▲ +86 days |
| 2024 | 164 days | NT$5.81 Billion | NT$35.45 Million/day | NT$- | NT$2.45 Billion | ▲ +9 days |
| 2023 | 155 days | NT$6.69 Billion | NT$43.04 Million/day | NT$- | NT$2.51 Billion | ▼ -12 days |
| 2022 | 167 days | NT$4.78 Billion | NT$28.55 Million/day | NT$- | NT$1.24 Billion | ▼ -61 days |
| 2021 | 228 days | NT$6.27 Billion | NT$27.46 Million/day | NT$- | NT$1.70 Billion | ▼ -163 days |
| 2020 | 392 days | NT$9.98 Billion | NT$25.48 Million/day | NT$- | NT$6.35 Billion | ▼ -132 days |
| 2019 | 524 days | NT$9.62 Billion | NT$18.36 Million/day | NT$- | NT$5.09 Billion | ▼ -1243 days |
| 2018 | 1767 days | NT$3.60 Billion | NT$2.04 Million/day | NT$- | NT$3.39 Billion | ▲ +45 days |
| 2017 | 1722 days | NT$6.22 Billion | NT$3.61 Million/day | NT$- | NT$6.17 Billion | ▲ +498 days |
| 2016 | 1224 days | NT$10.24 Billion | NT$8.37 Million/day | NT$- | NT$9.77 Billion | ▲ +1263 days |
| 2015 | -39 days | NT$-257.93 Million | NT$6.66 Million/day | NT$- | NT$-471.89 Million | ▼ -2682 days |
| 2014 | 2643 days | NT$42.01 Billion | NT$15.90 Million/day | NT$- | NT$-12.05 Billion | ▼ -168 days |
| 2013 | 2811 days | NT$39.38 Billion | NT$14.01 Million/day | NT$- | NT$-12.15 Billion | ▲ +6271 days |
| 2012 | -3459 days | NT$-52.89 Billion | NT$15.29 Million/day | NT$- | NT$-59.72 Billion | ▲ +608 days |
| 2011 | -4067 days | NT$-84.88 Billion | NT$20.87 Million/day | NT$- | NT$-43.97 Billion | ▲ +14167 days |
| 2010 | -18234 days | NT$-37.20 Billion | NT$2.04 Million/day | NT$- | NT$91.61 Million | ▼ -18371 days |
| 2009 | 137 days | NT$404.13 Million | NT$2.95 Million/day | NT$- | NT$403.50 Million | ▼ -572 days |
| 2008 | 709 days | NT$18.24 Billion | NT$25.71 Million/day | NT$- | NT$14.65 Billion | ▼ -37 days |
| 2007 | 747 days | NT$18.03 Billion | NT$24.15 Million/day | NT$- | NT$34.96 Billion | ▼ -394 days |
| 2006 | 1140 days | NT$37.48 Billion | NT$32.87 Million/day | NT$- | NT$33.42 Billion | — |