QST International (8349) — Defensive Interval Ratio
QST International (8349) has a Defensive Interval Ratio of 128 days as of September 2025. Defensive assets of NT$2.77 Billion (cash NT$-, short-term investments NT$34.97 Million, receivables NT$2.74 Billion) cover 128 days of daily cash needs of NT$21.61 Million/day. See QST International (8349) working capital ratio to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
QST International Defensive Interval Ratio (2002–2024)
This chart shows how QST International's Defensive Interval Ratio has evolved across 23 annual periods from 2002 to 2024. As of September 2025, the ratio stands at 128 days, meaning defensive assets of NT$2.77 Billion can fund 128 days of operations without new revenue. See how leveraged is QST International's balance sheet to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for QST International (2002–2024)
The table below presents the year-by-year Defensive Interval Ratio for QST International 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. For live market cap and the full company financial profile, see market cap of QST International.
| Year | DIR (days) | Defensive Assets (TWD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2024 | 158 days | NT$2.92 Billion | NT$18.41 Million/day | NT$- | NT$800.00K | ▲ +5 days |
| 2023 | 153 days | NT$3.15 Billion | NT$20.60 Million/day | NT$- | NT$50.73 Million | ▲ +28 days |
| 2022 | 125 days | NT$3.08 Billion | NT$24.68 Million/day | NT$- | NT$312.92 Million | ▼ -47 days |
| 2021 | 172 days | NT$2.96 Billion | NT$17.16 Million/day | NT$- | NT$346.70 Million | ▼ -40 days |
| 2020 | 212 days | NT$2.81 Billion | NT$13.25 Million/day | NT$- | NT$415.92 Million | ▲ +20 days |
| 2019 | 192 days | NT$2.62 Billion | NT$13.65 Million/day | NT$- | NT$472.73 Million | ▲ +23 days |
| 2018 | 169 days | NT$2.13 Billion | NT$12.58 Million/day | NT$- | NT$548.00K | ▼ -1 days |
| 2017 | 170 days | NT$2.29 Billion | NT$13.41 Million/day | NT$- | NT$4.01 Million | ▼ -60 days |
| 2016 | 231 days | NT$2.00 Billion | NT$8.66 Million/day | NT$- | NT$- | ▲ +17 days |
| 2015 | 213 days | NT$1.87 Billion | NT$8.77 Million/day | NT$- | NT$-4.49 Million | ▲ +38 days |
| 2014 | 175 days | NT$1.77 Billion | NT$10.07 Million/day | NT$- | NT$32.93 Million | ▼ -143 days |
| 2013 | 318 days | NT$906.65 Million | NT$2.85 Million/day | NT$- | NT$9.93 Million | ▲ +52 days |
| 2012 | 266 days | NT$758.38 Million | NT$2.85 Million/day | NT$- | NT$14.78 Million | ▲ +7 days |
| 2011 | 259 days | NT$842.74 Million | NT$3.25 Million/day | NT$- | NT$14.72 Million | ▲ +23 days |
| 2010 | 236 days | NT$795.70 Million | NT$3.37 Million/day | NT$- | NT$216.00K | ▼ -32 days |
| 2009 | 268 days | NT$549.15 Million | NT$2.05 Million/day | NT$- | NT$198.00K | ▲ +6 days |
| 2008 | 262 days | NT$650.46 Million | NT$2.48 Million/day | NT$- | NT$23.64 Million | ▲ +17 days |
| 2007 | 245 days | NT$633.11 Million | NT$2.58 Million/day | NT$- | NT$25.18 Million | ▲ +46 days |
| 2006 | 199 days | NT$577.25 Million | NT$2.90 Million/day | NT$- | NT$21.40 Million | ▼ -62 days |
| 2005 | 261 days | NT$473.51 Million | NT$1.82 Million/day | NT$- | NT$14.54 Million | ▲ +60 days |
| 2004 | 201 days | NT$473.22 Million | NT$2.36 Million/day | NT$- | NT$11.33 Million | ▼ -60 days |
| 2003 | 261 days | NT$358.78 Million | NT$1.38 Million/day | NT$- | NT$1.99 Million | ▼ -2 days |
| 2002 | 263 days | NT$264.11 Million | NT$1.01 Million/day | NT$- | NT$5.38 Million | — |