Gourmet Master Co Ltd Defensive Interval Ratio
Gourmet Master Co Ltd defensive interval ratio. Gourmet Master Co Ltd (2723) has a Defensive Interval Ratio of 176 days as of June 2026. Defensive assets of NT$2.14 Billion (cash NT$-, short-term investments NT$1.52 Billion, receivables NT$620.51 Million) cover 176 days of daily cash needs of NT$12.16 Million/day. Explore 2723 long-term investments to assets to see how much of total assets are deployed in long-term investments.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Defensive Interval Ratio of Gourmet Master Co Ltd (2009–2025)
Defensive interval ratio of Gourmet Master Co Ltd from 2009 to 2025. This chart shows how Gourmet Master Co Ltd's Defensive Interval Ratio has evolved across 17 annual periods from 2009 to 2025. As of June 2026, the ratio stands at 176 days, meaning defensive assets of NT$2.14 Billion can fund 176 days of operations without new revenue. Read 2723 liabilities breakdown for a breakdown of total debt and financial obligations.
Gourmet Master Co Ltd Defensive Interval Ratio by Year (2009–2025)
Gourmet Master Co Ltd defensive interval ratio by year from 2009 to 2025. The table below presents the year-by-year Defensive Interval Ratio for Gourmet Master Co Ltd from 2009 to 2025, covering 17 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 2723 total assets.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 106 days | NT$1.45 Billion | NT$13.67 Million/day | NT$- | NT$1.17 Billion | ▲ +30 days |
| 2024 | 76 days | NT$1.04 Billion | NT$13.67 Million/day | NT$- | NT$736.32 Million | ▼ -89 days |
| 2023 | 165 days | NT$2.43 Billion | NT$14.70 Million/day | NT$- | NT$1.85 Billion | ▼ -69 days |
| 2022 | 234 days | NT$3.95 Billion | NT$16.87 Million/day | NT$- | NT$3.43 Billion | ▲ +111 days |
| 2021 | 123 days | NT$2.08 Billion | NT$16.91 Million/day | NT$- | NT$1.70 Billion | ▼ -4 days |
| 2020 | 127 days | NT$2.49 Billion | NT$19.62 Million/day | NT$- | NT$1.94 Billion | ▲ +9 days |
| 2019 | 117 days | NT$2.23 Billion | NT$19.01 Million/day | NT$- | NT$1.65 Billion | ▼ -146 days |
| 2018 | 264 days | NT$3.69 Billion | NT$14.00 Million/day | NT$- | NT$3.15 Billion | ▼ -32 days |
| 2017 | 296 days | NT$4.41 Billion | NT$14.91 Million/day | NT$- | NT$3.87 Billion | ▲ +41 days |
| 2016 | 255 days | NT$2.86 Billion | NT$11.24 Million/day | NT$- | NT$2.45 Billion | ▲ +105 days |
| 2015 | 150 days | NT$1.44 Billion | NT$9.60 Million/day | NT$- | NT$1.09 Billion | ▲ +103 days |
| 2014 | 48 days | NT$379.08 Million | NT$7.97 Million/day | NT$- | NT$56.07 Million | ▼ -40 days |
| 2013 | 87 days | NT$583.59 Million | NT$6.68 Million/day | NT$- | NT$285.69 Million | ▲ +41 days |
| 2012 | 47 days | NT$293.56 Million | NT$6.27 Million/day | NT$- | NT$9.20 Million | ▲ +3 days |
| 2011 | 44 days | NT$242.89 Million | NT$5.52 Million/day | NT$- | NT$9.38 Million | ▼ -8 days |
| 2010 | 52 days | NT$186.28 Million | NT$3.60 Million/day | NT$- | NT$9.05 Million | ▲ +2 days |
| 2009 | 50 days | NT$158.07 Million | NT$3.15 Million/day | NT$- | NT$8.78 Million | — |