Walmart Current Ratio 2010-2024 | WMT
Current and historical current ratio for Walmart (WMT) from 2010 to 2024. Current ratio can be defined as a liquidity ratio that measures a company's ability to pay short-term obligations. Walmart current ratio for the three months ending July 31, 2024 was 0.80.
| Walmart Current Ratio Historical Data |
| Date |
Current Assets |
Current Liabilities |
Current Ratio |
| 2024-07-31 |
$76.51B |
$95.26B |
0.80 |
| 2024-04-30 |
$77.15B |
$96.10B |
0.80 |
| 2024-01-31 |
$76.88B |
$92.42B |
0.83 |
| 2023-10-31 |
$88.39B |
$104.23B |
0.85 |
| 2023-07-31 |
$82.03B |
$99.22B |
0.83 |
| 2023-04-30 |
$78.51B |
$95.51B |
0.82 |
| 2023-01-31 |
$75.66B |
$92.20B |
0.82 |
| 2022-10-31 |
$87.68B |
$101.41B |
0.87 |
| 2022-07-31 |
$84.16B |
$99.90B |
0.84 |
| 2022-04-30 |
$83.22B |
$96.53B |
0.86 |
| 2022-01-31 |
$81.07B |
$87.38B |
0.93 |
| 2021-10-31 |
$82.96B |
$87.62B |
0.95 |
| 2021-07-31 |
$78.24B |
$81.12B |
0.97 |
| 2021-04-30 |
$76.59B |
$80.84B |
0.95 |
| 2021-01-31 |
$90.07B |
$92.65B |
0.97 |
| 2020-10-31 |
$73.60B |
$88.12B |
0.84 |
| 2020-07-31 |
$65.00B |
$81.96B |
0.79 |
| 2020-04-30 |
$63.33B |
$82.65B |
0.77 |
| 2020-01-31 |
$61.81B |
$77.79B |
0.80 |
| 2019-10-31 |
$67.91B |
$83.78B |
0.81 |
| 2019-07-31 |
$61.37B |
$80.28B |
0.76 |
| 2019-04-30 |
$61.74B |
$79.89B |
0.77 |
| 2019-01-31 |
$61.90B |
$77.48B |
0.80 |
| 2018-10-31 |
$69.45B |
$85.75B |
0.81 |
| 2018-07-31 |
$66.37B |
$71.68B |
0.93 |
| 2018-04-30 |
$59.24B |
$80.76B |
0.73 |
| 2018-01-31 |
$59.66B |
$78.52B |
0.76 |
| 2017-10-31 |
$65.37B |
$80.44B |
0.81 |
| 2017-07-31 |
$56.76B |
$72.81B |
0.78 |
| 2017-04-30 |
$57.34B |
$74.19B |
0.77 |
| 2017-01-31 |
$57.69B |
$66.93B |
0.86 |
| 2016-10-31 |
$63.40B |
$74.13B |
0.86 |
| 2016-07-31 |
$58.23B |
$68.12B |
0.86 |
| 2016-04-30 |
$59.10B |
$70.28B |
0.84 |
| 2016-01-31 |
$60.24B |
$64.62B |
0.93 |
| 2015-10-31 |
$65.11B |
$70.49B |
0.92 |
| 2015-07-31 |
$58.13B |
$65.26B |
0.89 |
| 2015-04-30 |
$62.13B |
$69.62B |
0.89 |
| 2015-01-31 |
$63.28B |
$65.25B |
0.97 |
| 2014-10-31 |
$65.84B |
$71.54B |
0.92 |
| 2014-07-31 |
$59.63B |
$67.13B |
0.89 |
| 2014-04-30 |
$59.69B |
$67.92B |
0.88 |
| 2014-01-31 |
$61.19B |
$69.35B |
0.88 |
| 2013-10-31 |
$67.14B |
$77.02B |
0.87 |
| 2013-07-31 |
$60.00B |
$72.21B |
0.83 |
| 2013-04-30 |
$60.18B |
$73.55B |
0.82 |
| 2013-01-31 |
$59.94B |
$71.82B |
0.84 |
| 2012-10-31 |
$63.43B |
$76.85B |
0.83 |
| 2012-07-31 |
$56.26B |
$68.32B |
0.82 |
| 2012-04-30 |
$57.28B |
$68.98B |
0.83 |
| 2012-01-31 |
$54.98B |
$62.30B |
0.88 |
| 2011-10-31 |
$59.48B |
$67.54B |
0.88 |
| 2011-07-31 |
$55.63B |
$64.84B |
0.86 |
| 2011-04-30 |
$56.12B |
$62.21B |
0.90 |
| 2011-01-31 |
$52.01B |
$58.60B |
0.89 |
| 2010-10-31 |
$59.57B |
$68.41B |
0.87 |
| 2010-07-31 |
$53.05B |
$65.66B |
0.81 |
| 2010-04-30 |
$51.35B |
$64.49B |
0.80 |
| 2010-01-31 |
$48.03B |
$55.54B |
0.87 |
| 2009-10-31 |
$51.52B |
$59.16B |
0.87 |
| 2009-07-31 |
$48.69B |
$57.18B |
0.85 |
| 2009-04-30 |
$47.75B |
$56.40B |
0.85 |
| 2009-01-31 |
$48.95B |
$55.39B |
0.88 |
| Sector |
Industry |
Market Cap |
Revenue |
| Retail/Wholesale |
Retail - Supermarket Chains |
$660.664B |
$648.125B |
|
Walmart Inc. helps people around the world save money and live better by providing the opportunity to shop in both retail stores and through eCommerce, and to access its other service offerings. Through innovation, it strives to continuously improve a customer-centric experience that seamlessly integrates its eCommerce and retail stores in an omni-channel offering that saves time for customers. By leading on price, it earns the trust of customers every day by providing a broad assortment of quality merchandise and services at everyday low prices (EDLP). EDLP is the company's pricing philosophy under which it prices items at a low price every day. Everyday low cost (EDLC) is the company's commitment to control expenses so its cost savings can be passed along to customers. It has 3 reportable segments: Walmart U.S., Walmart International and Sam's Club. It maintains principal offices in Bentonville, Arkansas.
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