United Parcel Service Inc (UPS) — Free Cash Flow Generation Index
United Parcel Service Inc (UPS) has a Free Cash Flow Generation Index of 0.78x as of December 2025. Free cash flow of $2.59 Billion represents 1% of operating cash flow ($3.30 Billion). Read UPS current and long-term liabilities for a breakdown of total debt and financial obligations.
FCF Generation Index
Free Cash Flow
Operating Cash Flow
Capital Expenditures
United Parcel Service Inc Free Cash Flow Generation Index (1998–2025)
Historical FCF Generation Index trend for United Parcel Service Inc across 28 annual periods. Explore capital reinvestment ratio of United Parcel Service Inc to see what proportion of operating cash flow is directed to capital expenditures.
Annual Free Cash Flow Generation for United Parcel Service Inc (1998–2025)
Year-by-year Free Cash Flow Generation Index for United Parcel Service Inc. For the full company profile including market capitalisation, see UPS market cap.
| Year | FCG Index | Free Cash Flow (USD) | Operating CF | Capital Expenditures | YoY Change |
|---|---|---|---|---|---|
| 2025 | 0.56x | $4.76 Billion | $8.45 Billion | $3.69 Billion | ▼ -8.1% |
| 2024 | 0.61x | $6.21 Billion | $10.12 Billion | $3.91 Billion | ▲ +23.7% |
| 2023 | 0.50x | $5.08 Billion | $10.24 Billion | $5.16 Billion | ▼ -25.0% |
| 2022 | 0.66x | $9.34 Billion | $14.10 Billion | $4.77 Billion | ▼ -8.1% |
| 2021 | 0.72x | $10.81 Billion | $15.01 Billion | $4.19 Billion | ▲ +49.3% |
| 2020 | 0.48x | $5.05 Billion | $10.46 Billion | $5.41 Billion | ▲ +84.5% |
| 2019 | 0.26x | $2.26 Billion | $8.64 Billion | $6.38 Billion | ▼ -48.3% |
| 2018 | 0.51x | $6.43 Billion | $12.71 Billion | $6.28 Billion | ▲ +120.0% |
| 2017 | -2.53x | $-3.75 Billion | $1.48 Billion | $5.23 Billion | ▼ -567.6% |
| 2016 | 0.54x | $3.51 Billion | $6.47 Billion | $2.96 Billion | ▼ -20.3% |
| 2015 | 0.68x | $5.05 Billion | $7.43 Billion | $2.38 Billion | ▲ +14.6% |
| 2014 | 0.59x | $3.40 Billion | $5.73 Billion | $2.33 Billion | ▼ -17.3% |
| 2013 | 0.72x | $5.24 Billion | $7.30 Billion | $2.06 Billion | ▲ +2.2% |
| 2012 | 0.70x | $5.06 Billion | $7.22 Billion | $2.15 Billion | ▼ -2.1% |
| 2011 | 0.72x | $5.07 Billion | $7.07 Billion | $2.00 Billion | ▲ +12.3% |
| 2010 | 0.64x | $2.45 Billion | $3.83 Billion | $1.39 Billion | ▼ -8.5% |
| 2009 | 0.70x | $3.68 Billion | $5.29 Billion | $1.60 Billion | ▲ +1.4% |
| 2008 | 0.69x | $5.79 Billion | $8.43 Billion | $2.64 Billion | ▲ +145.5% |
| 2007 | -1.51x | $-1.70 Billion | $1.12 Billion | $2.82 Billion | ▼ -437.3% |
| 2006 | 0.45x | $2.50 Billion | $5.59 Billion | $3.08 Billion | ▼ -28.0% |
| 2005 | 0.62x | $3.61 Billion | $5.79 Billion | $2.19 Billion | ▲ +3.6% |
| 2004 | 0.60x | $3.20 Billion | $5.33 Billion | $2.13 Billion | ▲ +3.5% |
| 2003 | 0.58x | $2.70 Billion | $4.65 Billion | $1.95 Billion | ▼ -17.6% |
| 2002 | 0.71x | $3.97 Billion | $5.63 Billion | $1.66 Billion | ▲ +80.0% |
| 2001 | 0.39x | $1.53 Billion | $3.90 Billion | $2.37 Billion | ▲ +80.6% |
| 2000 | 0.22x | $595.00 Million | $2.74 Billion | $2.15 Billion | ▼ -35.4% |
| 1999 | 0.34x | $747.00 Million | $2.22 Billion | $1.48 Billion | ▼ -21.2% |
| 1998 | 0.43x | $1.22 Billion | $2.87 Billion | $1.65 Billion | — |