Harley-Davidson Inc Strategic Asset Allocation Index
Harley-Davidson Inc 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 debt-free asset ratio of Harley-Davidson Inc to measure how much of total assets are equity-financed.
SAAI
Strategic Assets
PP&E
Net Assets
Strategic Asset Allocation Index of Harley-Davidson Inc (2000–2025)
Strategic asset allocation index of Harley-Davidson Inc from 2000 to 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. Check HOG intangible-adjusted equity ratio to evaluate the tangible quality of the company's equity base.
Harley-Davidson Inc Strategic Asset Allocation Index by Year (2000–2025)
Harley-Davidson Inc strategic asset allocation index by year from 2000 to 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. For live market cap and overall valuation, see HOG market cap overview.
| 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 | — |