Great China Metal Industry Co Ltd (9905) — Defensive Interval Ratio
Great China Metal Industry Co Ltd (9905) has a Defensive Interval Ratio of 688 days as of September 2025. Defensive assets of NT$5.71 Billion (cash NT$-, short-term investments NT$3.40 Billion, receivables NT$2.30 Billion) cover 688 days of daily cash needs of NT$8.30 Million/day. Check 9905 goodwill-adjusted equity ratio to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Great China Metal Industry Co Ltd Defensive Interval Ratio (2000–2024)
This chart shows how Great China Metal Industry Co Ltd's Defensive Interval Ratio has evolved across 25 annual periods from 2000 to 2024. As of September 2025, the ratio stands at 688 days, meaning defensive assets of NT$5.71 Billion can fund 688 days of operations without new revenue. Also explore 9905 net asset momentum to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Great China Metal Industry Co Ltd (2000–2024)
The table below presents the year-by-year Defensive Interval Ratio for Great China Metal Industry Co Ltd from 2000 to 2024, covering 25 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 Great China Metal Industry Co Ltd market cap and net worth.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 953 days | NT$6.64 Billion | NT$6.96 Million/day | NT$- | NT$4.72 Billion | ▲ +69 days |
| 2023 | 884 days | NT$5.95 Billion | NT$6.74 Million/day | NT$- | NT$4.43 Billion | ▲ +178 days |
| 2022 | 706 days | NT$5.42 Billion | NT$7.67 Million/day | NT$- | NT$3.87 Billion | ▼ -36 days |
| 2021 | 742 days | NT$5.10 Billion | NT$6.88 Million/day | NT$- | NT$3.66 Billion | ▼ -88 days |
| 2020 | 830 days | NT$5.01 Billion | NT$6.04 Million/day | NT$- | NT$3.71 Billion | ▲ +190 days |
| 2019 | 640 days | NT$3.67 Billion | NT$5.73 Million/day | NT$- | NT$2.22 Billion | ▲ +109 days |
| 2018 | 530 days | NT$2.86 Billion | NT$5.40 Million/day | NT$- | NT$1.62 Billion | ▼ -101 days |
| 2017 | 631 days | NT$3.19 Billion | NT$5.05 Million/day | NT$- | NT$1.61 Billion | ▲ +54 days |
| 2016 | 577 days | NT$3.22 Billion | NT$5.57 Million/day | NT$- | NT$1.82 Billion | ▼ -78 days |
| 2015 | 656 days | NT$3.16 Billion | NT$4.82 Million/day | NT$- | NT$1.83 Billion | ▲ +110 days |
| 2014 | 546 days | NT$3.36 Billion | NT$6.15 Million/day | NT$- | NT$2.20 Billion | ▲ +30 days |
| 2013 | 516 days | NT$3.61 Billion | NT$7.00 Million/day | NT$- | NT$2.22 Billion | ▲ +59 days |
| 2012 | 456 days | NT$2.24 Billion | NT$4.90 Million/day | NT$- | NT$1.08 Billion | ▲ +16 days |
| 2011 | 441 days | NT$2.22 Billion | NT$5.04 Million/day | NT$- | NT$1.13 Billion | ▼ -175 days |
| 2010 | 616 days | NT$2.02 Billion | NT$3.28 Million/day | NT$- | NT$1.20 Billion | ▼ -472 days |
| 2009 | 1088 days | NT$2.29 Billion | NT$2.10 Million/day | NT$- | NT$1.49 Billion | ▲ +408 days |
| 2008 | 679 days | NT$1.50 Billion | NT$2.20 Million/day | NT$- | NT$751.28 Million | ▼ -283 days |
| 2007 | 962 days | NT$1.88 Billion | NT$1.95 Million/day | NT$- | NT$1.05 Billion | ▲ +24 days |
| 2006 | 939 days | NT$1.68 Billion | NT$1.79 Million/day | NT$- | NT$965.94 Million | ▲ +126 days |
| 2005 | 813 days | NT$1.90 Billion | NT$2.33 Million/day | NT$- | NT$1.15 Billion | ▼ -442 days |
| 2004 | 1255 days | NT$1.98 Billion | NT$1.58 Million/day | NT$- | NT$1.17 Billion | ▼ -73 days |
| 2003 | 1328 days | NT$2.52 Billion | NT$1.89 Million/day | NT$- | NT$1.72 Billion | ▼ -355 days |
| 2002 | 1683 days | NT$1.89 Billion | NT$1.12 Million/day | NT$- | NT$1.48 Billion | ▼ -137 days |
| 2001 | 1820 days | NT$1.70 Billion | NT$932.83K/day | NT$- | NT$1.37 Billion | ▲ +1031 days |
| 2000 | 789 days | NT$1.13 Billion | NT$1.43 Million/day | NT$- | NT$520.83 Million | — |