Harley-Davidson Inc (HOG) — Strategic Asset Allocation Index
Harley-Davidson Inc (HOG) has a Strategic Asset Allocation Index of 26.4% as of December 2025. Strategic assets (PP&E of $832.77 Million plus long-term investments of $-) total $832.77 Million, measured against net assets of $3.16 Billion. A higher index reflects capital-intensive or investment-heavy strategies where strategic assets dominate the equity base. See Harley-Davidson Inc net asset quality index to measure how much of total assets are equity-financed.
SAAI
Strategic Assets
PP&E
Net Assets
Harley-Davidson Inc Strategic Asset Allocation Index (2000–2025)
This chart shows how Harley-Davidson Inc's Strategic Asset Allocation Index has evolved across 26 annual periods from 2000 to 2025. As of December 2025, the index stands at 26.4%, representing strategic assets of $832.77 Million against net assets of $3.16 Billion USD. For live market cap and overall valuation, see Harley-Davidson Inc (HOG) market capitalisation.
Annual Strategic Asset Allocation Index for Harley-Davidson Inc (2000–2025)
The table below presents the year-by-year Strategic Asset Allocation Index for Harley-Davidson Inc from 2000 to 2025, covering 26 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. See Harley-Davidson Inc (HOG) shareholders funds for net asset value and shareholders' equity analysis.
| Year | SAAI | Strategic Assets (USD) | PP&E | LT Investments | Net Assets | Change (pp) |
|---|---|---|---|---|---|---|
| 2025 | 26.4% | $832.77 Million | $832.77 Million | $- | $3.16 Billion | ▲ +0.4 pp |
| 2024 | 26.0% | $820.92 Million | $820.92 Million | $- | $3.16 Billion | ▲ +1.4 pp |
| 2023 | 24.6% | $801.37 Million | $801.37 Million | $- | $3.25 Billion | ▲ +0.9 pp |
| 2022 | 23.7% | $689.89 Million | $689.89 Million | $- | $2.91 Billion | ▼ -203.1 pp |
| 2021 | 226.8% | $5.79 Billion | $683.98 Million | $5.11 Billion | $2.55 Billion | ▼ -102.8 pp |
| 2020 | 329.5% | $5.68 Billion | $743.78 Million | $4.93 Billion | $1.72 Billion | ▼ -0.2 pp |
| 2019 | 329.8% | $5.95 Billion | $847.38 Million | $5.10 Billion | $1.80 Billion | ▼ -3.5 pp |
| 2018 | 333.2% | $5.91 Billion | $904.13 Million | $5.01 Billion | $1.77 Billion | ▲ +17.3 pp |
| 2017 | 316.0% | $5.83 Billion | $967.78 Million | $4.86 Billion | $1.84 Billion | ▲ +17.0 pp |
| 2016 | 299.0% | $5.74 Billion | $981.59 Million | $4.76 Billion | $1.92 Billion | ▼ -14.0 pp |
| 2015 | 312.9% | $5.76 Billion | $942.42 Million | $4.81 Billion | $1.84 Billion | ▲ +127.3 pp |
| 2014 | 185.6% | $5.40 Billion | $883.08 Million | $4.52 Billion | $2.91 Billion | ▲ +17.2 pp |
| 2013 | 168.4% | $5.07 Billion | $842.48 Million | $4.23 Billion | $3.01 Billion | ▲ +136.5 pp |
| 2012 | 31.9% | $815.46 Million | $815.46 Million | $- | $2.56 Billion | ▼ -1.6 pp |
| 2011 | 33.4% | $809.46 Million | $809.46 Million | $- | $2.42 Billion | ▼ -3.5 pp |
| 2010 | 36.9% | $815.11 Million | $815.11 Million | $- | $2.21 Billion | ▼ -6.1 pp |
| 2009 | 43.0% | $906.91 Million | $906.91 Million | $- | $2.11 Billion | ▼ -8.7 pp |
| 2008 | 51.7% | $1.09 Billion | $1.09 Billion | $- | $2.12 Billion | ▲ +7.1 pp |
| 2007 | 44.6% | $1.06 Billion | $1.06 Billion | $- | $2.38 Billion | ▲ +7.5 pp |
| 2006 | 37.2% | $1.02 Billion | $1.02 Billion | $- | $2.76 Billion | ▲ +4.4 pp |
| 2005 | 32.8% | $1.01 Billion | $1.01 Billion | $- | $3.08 Billion | ▲ +1.0 pp |
| 2004 | 31.8% | $1.02 Billion | $1.02 Billion | $- | $3.22 Billion | ▼ -3.5 pp |
| 2003 | 35.4% | $1.05 Billion | $1.05 Billion | $- | $2.96 Billion | ▼ -10.9 pp |
| 2002 | 46.2% | $1.03 Billion | $1.03 Billion | $- | $2.23 Billion | ▼ -4.5 pp |
| 2001 | 50.8% | $891.82 Million | $891.82 Million | $- | $1.76 Billion | ▼ -2.9 pp |
| 2000 | 53.6% | $754.12 Million | $754.12 Million | $- | $1.41 Billion | — |