Kerry TJ Logistics Co Ltd (2608) — Defensive Interval Ratio
Kerry TJ Logistics Co Ltd (2608) has a Defensive Interval Ratio of 209 days as of December 2025. Defensive assets of NT$1.93 Billion (cash NT$-, short-term investments NT$-, receivables NT$1.93 Billion) cover 209 days of daily cash needs of NT$9.25 Million/day. Check Kerry TJ Logistics Co Ltd (2608) tangible equity ratio to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Kerry TJ Logistics Co Ltd Defensive Interval Ratio (2002–2025)
This chart shows how Kerry TJ Logistics Co Ltd's Defensive Interval Ratio has evolved across 24 annual periods from 2002 to 2025. As of December 2025, the ratio stands at 209 days, meaning defensive assets of NT$1.93 Billion can fund 209 days of operations without new revenue. Also explore net asset growth rate of Kerry TJ Logistics Co Ltd to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Kerry TJ Logistics Co Ltd (2002–2025)
The table below presents the year-by-year Defensive Interval Ratio for Kerry TJ Logistics Co Ltd from 2002 to 2025, covering 24 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 2608 market cap.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 209 days | NT$1.93 Billion | NT$9.25 Million/day | NT$- | NT$- | ▼ -3 days |
| 2024 | 212 days | NT$2.05 Billion | NT$9.66 Million/day | NT$- | NT$- | ▲ +2 days |
| 2023 | 210 days | NT$1.93 Billion | NT$9.19 Million/day | NT$- | NT$- | ▲ +1 days |
| 2022 | 209 days | NT$1.94 Billion | NT$9.28 Million/day | NT$- | NT$-72.46 Million | ▼ -24 days |
| 2021 | 233 days | NT$2.16 Billion | NT$9.27 Million/day | NT$- | NT$- | ▲ +1 days |
| 2020 | 232 days | NT$2.05 Billion | NT$8.84 Million/day | NT$- | NT$- | ▼ -6 days |
| 2019 | 238 days | NT$2.42 Billion | NT$10.17 Million/day | NT$- | NT$- | ▲ +29 days |
| 2018 | 209 days | NT$1.59 Billion | NT$7.61 Million/day | NT$- | NT$-209.80 Million | ▲ +38 days |
| 2017 | 171 days | NT$1.52 Billion | NT$8.87 Million/day | NT$- | NT$-173.72 Million | ▼ -42 days |
| 2016 | 213 days | NT$1.48 Billion | NT$6.94 Million/day | NT$- | NT$-149.38 Million | ▲ +15 days |
| 2015 | 198 days | NT$1.27 Billion | NT$6.40 Million/day | NT$- | NT$-163.23 Million | ▼ -44 days |
| 2014 | 242 days | NT$1.20 Billion | NT$4.94 Million/day | NT$- | NT$-175.22 Million | ▲ +14 days |
| 2013 | 228 days | NT$1.11 Billion | NT$4.86 Million/day | NT$- | NT$-152.75 Million | ▼ -97 days |
| 2012 | 325 days | NT$1.41 Billion | NT$4.34 Million/day | NT$- | NT$7.01 Million | ▲ +54 days |
| 2011 | 271 days | NT$1.28 Billion | NT$4.70 Million/day | NT$- | NT$- | ▼ -40 days |
| 2010 | 311 days | NT$1.13 Billion | NT$3.63 Million/day | NT$- | NT$- | ▲ +87 days |
| 2009 | 224 days | NT$807.09 Million | NT$3.60 Million/day | NT$- | NT$-180.48 Million | ▼ -70 days |
| 2008 | 294 days | NT$967.24 Million | NT$3.29 Million/day | NT$- | NT$3.79 Million | ▲ +56 days |
| 2007 | 238 days | NT$1.19 Billion | NT$4.98 Million/day | NT$- | NT$7.86 Million | ▼ -56 days |
| 2006 | 294 days | NT$1.32 Billion | NT$4.48 Million/day | NT$- | NT$6.28 Million | ▼ -59 days |
| 2005 | 353 days | NT$1.45 Billion | NT$4.11 Million/day | NT$- | NT$5.98 Million | ▼ -55 days |
| 2004 | 409 days | NT$1.11 Billion | NT$2.71 Million/day | NT$- | NT$3.53 Million | ▲ +101 days |
| 2003 | 308 days | NT$1.05 Billion | NT$3.42 Million/day | NT$- | NT$3.79 Million | ▼ -16 days |
| 2002 | 324 days | NT$820.76 Million | NT$2.53 Million/day | NT$- | NT$18.22 Million | — |