Kung Sing Engineering Corp (5521) — Defensive Interval Ratio
Kung Sing Engineering Corp (5521) has a Defensive Interval Ratio of 140 days as of September 2025. Defensive assets of NT$2.88 Billion (cash NT$-, short-term investments NT$104.34 Million, receivables NT$2.78 Billion) cover 140 days of daily cash needs of NT$20.51 Million/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Kung Sing Engineering Corp Defensive Interval Ratio (2002–2024)
This chart shows how Kung Sing Engineering Corp's Defensive Interval Ratio has evolved across 23 annual periods from 2002 to 2024. As of September 2025, the ratio stands at 140 days, meaning defensive assets of NT$2.88 Billion can fund 140 days of operations without new revenue. For the complete balance sheet picture, see Kung Sing Engineering Corp asset portfolio.
Annual Defensive Interval Ratio for Kung Sing Engineering Corp (2002–2024)
The table below presents the year-by-year Defensive Interval Ratio for Kung Sing Engineering Corp from 2002 to 2024, covering 23 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 5521 current assets to equity 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) |
|---|---|---|---|---|---|---|
| 2024 | 460 days | NT$8.20 Billion | NT$17.83 Million/day | NT$- | NT$5.09 Billion | ▲ +158 days |
| 2023 | 302 days | NT$2.62 Billion | NT$8.68 Million/day | NT$- | NT$170.42 Million | ▼ -392 days |
| 2022 | 693 days | NT$3.49 Billion | NT$5.03 Million/day | NT$- | NT$1.82 Billion | ▲ +3 days |
| 2021 | 690 days | NT$4.19 Billion | NT$6.07 Million/day | NT$- | NT$2.29 Billion | ▲ +384 days |
| 2020 | 306 days | NT$2.09 Billion | NT$6.82 Million/day | NT$- | NT$-183.27 Million | ▼ -20 days |
| 2019 | 327 days | NT$4.14 Billion | NT$12.69 Million/day | NT$- | NT$-185.65 Million | ▲ +54 days |
| 2018 | 272 days | NT$3.91 Billion | NT$14.33 Million/day | NT$- | NT$-209.46 Million | ▼ -183 days |
| 2017 | 455 days | NT$5.10 Billion | NT$11.20 Million/day | NT$- | NT$1.79 Billion | ▲ +178 days |
| 2016 | 277 days | NT$2.91 Billion | NT$10.49 Million/day | NT$- | NT$-304.98 Million | ▼ -146 days |
| 2015 | 423 days | NT$5.08 Billion | NT$12.01 Million/day | NT$- | NT$877.99 Million | ▲ +194 days |
| 2014 | 229 days | NT$2.95 Billion | NT$12.87 Million/day | NT$- | NT$40.73 Million | ▼ -201 days |
| 2013 | 430 days | NT$5.50 Billion | NT$12.80 Million/day | NT$- | NT$2.15 Billion | ▲ +298 days |
| 2012 | 132 days | NT$1.49 Billion | NT$11.27 Million/day | NT$- | NT$185.00K | ▼ -56 days |
| 2011 | 188 days | NT$1.66 Billion | NT$8.83 Million/day | NT$- | NT$272.00K | ▼ -17 days |
| 2010 | 205 days | NT$2.23 Billion | NT$10.88 Million/day | NT$- | NT$15.56 Million | ▲ +28 days |
| 2009 | 177 days | NT$2.08 Billion | NT$11.73 Million/day | NT$- | NT$29.59 Million | ▲ +19 days |
| 2008 | 158 days | NT$1.42 Billion | NT$8.96 Million/day | NT$- | NT$3.94 Million | ▼ -39 days |
| 2007 | 198 days | NT$2.08 Billion | NT$10.50 Million/day | NT$- | NT$30.71 Million | ▼ -27 days |
| 2006 | 225 days | NT$2.31 Billion | NT$10.26 Million/day | NT$- | NT$54.26 Million | ▲ +65 days |
| 2005 | 160 days | NT$1.00 Billion | NT$6.26 Million/day | NT$- | NT$40.21 Million | ▼ -52 days |
| 2004 | 212 days | NT$1.29 Billion | NT$6.08 Million/day | NT$- | NT$71.19 Million | ▲ +76 days |
| 2003 | 136 days | NT$1.29 Billion | NT$9.51 Million/day | NT$- | NT$51.38 Million | ▼ -65 days |
| 2002 | 200 days | NT$1.60 Billion | NT$7.98 Million/day | NT$- | NT$57.73 Million | — |