Campbell’s Co (CPB) — Strategic Asset Allocation Index
Campbell’s Co (CPB) has a Strategic Asset Allocation Index of 0.1% as of July 2025. Strategic assets (PP&E of $- plus long-term investments of $5.00 Million) total $5.00 Million, measured against net assets of $3.90 Billion. A higher index reflects capital-intensive or investment-heavy strategies where strategic assets dominate the equity base.
SAAI
Strategic Assets
PP&E
Net Assets
Campbell’s Co Strategic Asset Allocation Index (2000–2025)
This chart shows how Campbell’s Co's Strategic Asset Allocation Index has evolved across 24 annual periods from 2000 to 2025. As of July 2025, the index stands at 0.1%, representing strategic assets of $5.00 Million against net assets of $3.90 Billion USD. Explore CPB cash flow conversion to assess how effectively this company generates cash.
Annual Strategic Asset Allocation Index for Campbell’s Co (2000–2025)
The table below presents the year-by-year Strategic Asset Allocation Index for Campbell’s Co from 2000 to 2025, covering 24 annual filings. Each row shows PP&E, long-term investments, strategic assets combined, net assets, the index percentage, and the change in percentage points compared to the prior year. For the full company profile including market capitalisation, see market value of Campbell’s Co.
| Year | SAAI | Strategic Assets (USD) | PP&E | LT Investments | Net Assets | Change (pp) |
|---|---|---|---|---|---|---|
| 2025 | 0.1% | $5.00 Million | $- | $5.00 Million | $3.90 Billion | ▲ +0.1 pp |
| 2024 | 0.0% | $0.00 | $- | $0.00 | $3.80 Billion | ▼ -73.0 pp |
| 2023 | 73.0% | $2.67 Billion | $2.67 Billion | $- | $3.66 Billion | ▲ +2.7 pp |
| 2022 | 70.3% | $2.34 Billion | $2.34 Billion | $- | $3.33 Billion | ▼ -4.8 pp |
| 2021 | 75.1% | $2.37 Billion | $2.37 Billion | $- | $3.15 Billion | ▼ -26.9 pp |
| 2020 | 102.1% | $2.62 Billion | $2.62 Billion | $0.00 | $2.57 Billion | ▼ -125.6 pp |
| 2019 | 227.7% | $2.53 Billion | $2.46 Billion | $77.00 Million | $1.11 Billion | ▼ -14.5 pp |
| 2018 | 242.2% | $3.33 Billion | $3.23 Billion | $92.00 Million | $1.37 Billion | ▲ +88.8 pp |
| 2017 | 153.4% | $2.52 Billion | $2.45 Billion | $69.00 Million | $1.65 Billion | ▼ -6.7 pp |
| 2016 | 160.1% | $2.45 Billion | $2.41 Billion | $47.00 Million | $1.53 Billion | ▼ -11.1 pp |
| 2015 | 171.2% | $2.36 Billion | $2.35 Billion | $10.00 Million | $1.38 Billion | ▲ +26.6 pp |
| 2014 | 144.6% | $2.32 Billion | $2.32 Billion | $- | $1.60 Billion | ▼ -42.2 pp |
| 2013 | 186.8% | $2.26 Billion | $2.26 Billion | $- | $1.21 Billion | ▼ -50.1 pp |
| 2012 | 236.9% | $2.13 Billion | $2.13 Billion | $- | $898.00 Million | ▲ +45.0 pp |
| 2011 | 191.9% | $2.10 Billion | $2.10 Billion | $- | $1.10 Billion | ▼ -28.9 pp |
| 2010 | 220.8% | $2.05 Billion | $2.05 Billion | $- | $929.00 Million | ▼ -49.7 pp |
| 2009 | 270.5% | $1.98 Billion | $1.98 Billion | $- | $731.00 Million | ▲ +123.3 pp |
| 2008 | 147.1% | $1.94 Billion | $1.94 Billion | $- | $1.32 Billion | ▼ -10.6 pp |
| 2007 | 157.7% | $2.04 Billion | $2.04 Billion | $- | $1.29 Billion | ▲ +47.2 pp |
| 2006 | 110.5% | $1.95 Billion | $1.95 Billion | $- | $1.77 Billion | ▼ -45.9 pp |
| 2005 | 156.5% | $1.99 Billion | $1.99 Billion | $- | $1.27 Billion | ▼ -61.0 pp |
| 2004 | 217.5% | $1.90 Billion | $1.90 Billion | $- | $874.00 Million | ▼ -258.7 pp |
| 2003 | 476.2% | $1.84 Billion | $1.84 Billion | $- | $387.00 Million | ▼ -723.8 pp |
| 2000 | 1200.0% | $1.64 Billion | $1.64 Billion | $- | $137.00 Million | — |