DCM Shriram International Ltd

Price story Before the numbers, the tape. A stock price moves through four repeating seasons: a flat base (stage 1), an advance (2), a top (3), a decline (4). Where the price sits in that cycle frames everything below.

DCM Shriram International Ltd trades at ₹82.4, in a confirmed uptrend and 24 weeks into that stage. That is +25.2% against its own 200-day average. It sits at 90% of a 52-week range of ₹60 to ₹85. On relative strength it has been ahead of the NIFTY 500 on a trailing-13-week view for 6 straight weeks.

Today the stock is in a confirmed uptrend — week 24 of stage 2, confirmed. At ₹82.4 it trades +25.2% versus its 200-day average and sits at 90% of its 52-week range (₹60–₹85).

Against the market, two honest reads. Cumulative: over the last 4 months the stock moved +20% while the NIFTY 500 moved +3% — ahead of the index over the full window. Recent form: on a trailing-13-week view the stock has been ahead for 6 straight weeks — the ribbon below is that same metric, week by week.

What would end the trend, mechanically: two Friday closes in a row below the 200-day line. That is the exit rule — no debates.

Valuation P/E is the price of ₹1 of annual profit: how many rupees the market pays for each rupee the company earns in a year.

DCM Shriram International Ltd trades at 295.0× P/E, about the priciest it has ever traded. Its long-run median P/E is 69.1×, measured across 0.2 years of weekly readings. This places the multiple against the stock’s own record, and says nothing about what the business is worth.

Today's P/E of 295.0× is about the priciest it has ever traded, against a long-run median of 69.1× measured over 0.2 years of weekly readings. This is a comparison against the stock's own history — not a claim about what it is worth.

Put together: the multiple is full against its own past, so the story rests on the earnings line underneath it, not the multiple.

Stage: No read Every business sits somewhere on a fundamental arc, and this page names the spot before anything else. The last twelve quarters of revenue, profit and EPS growth — plus the return the business earns on its capital — are read as curves: Deteriorating (the curves are falling), Turning around (a trough has just formed and the last few quarters lift off it), Improving (the climb off the trough is sustained), Consistent (steadily positive with healthy returns), Topping out (still high but decelerating from the peak). When the curves genuinely disagree the read is Mixed; too little history is No read. CAGR (compound annual growth rate) is the smooth yearly pace that turns the starting value into the latest one — the fairest way to compare growth across different time spans. Read the columns together: if the 1-year number towers over the 10-year, recent growth is running hotter than the long-run trend. A dash means that window is not held, or the base year was a loss (where a growth rate is not meaningful).

DCM Shriram International Ltd reads as no read on its fundamental arc. Under eight usable quarters on the growth trio — not enough history for an honest trajectory read.

Why it matters: with too little history, an honest page says so instead of guessing a trajectory.

One or more growth curves carry a base-effect spike — a large year-on-year move off a near-zero or loss-making comparable quarter. Those spikes are capped before the classifier reads the trajectory, and shown pinned on the chart, so a single distorted quarter does not drive the stage call.

Return readings here are annual, not quarterly — read as level and direction only; they can confirm the growth curves but never drive the stage on their own.

Fewer than eight usable quarters on the growth curves — this page will not guess a trajectory from a stub of history.

4-Factor Sector Score

34.9/100 — rank 1 of 1 in Textiles - Rayon · 40% evidence confidence · provisional, ranked below fully-evidenced peers

DCM Shriram International Ltd scores 34.9 out of 100 against the 1 companies it is compared with in Textiles - Rayon, ranking 1. Fill the missing evidence before acting; the ranking is deliberately pulled toward neutral.

The four contributions add to the total exactly: 11.7 + 3.2 + 10 + 10 = 34.9. This is the SAME number shown on the sector comparison — it is computed once, for the whole peer set, and read here.

What would change it: The read weakens if profit growth turns negative or margin improvement reverses while sector-relative strength deteriorates.

Revenue Revenue is the top line: everything the company billed its customers in the period.

DCM Shriram International Ltd reported ₹109 Cr of revenue in the Jun 26 quarter, −4.9% year on year. Over 1 years it has compounded at −21.4% a year. The last full year, FY26, came in at ₹451 Cr. The last four reported quarters add to ₹446 Cr.

FY26 revenue came in at ₹451 Cr (−21.4% on the year), capping 1 years at −21.4% compound. The latest quarter (Jun 26) printed ₹109 Cr, −4.9% year on year.

Pace check: the last four quarters averaged −8.9% growth against the decade's −21.4% — the current year is running faster than its own long-run rate.

Operating margin Operating margin is what is left of every ₹100 of sales after running the business, before interest and tax. It is the cleanest read on pricing power and cost control.

DCM Shriram International Ltd's operating margin is 5.1% in the Jun 26 quarter, −1.2 percentage points against the same quarter a year ago.

The latest quarter's operating margin is 5.1%, −1.2 pp against the same quarter a year ago. Across 2 fiscal years the operating margin has ranged 3.7%–15.0%.

🚨 Why the margin moved: operating margin went −1.2 pp year on year while gross margin went −6.7 pp — the loss came mostly from the gross line: input costs and pricing.

Net profit Net profit is what survives every cost, interest and tax — the number EPS, dividends and book value all grow from.

DCM Shriram International Ltd earned ₹0.0 Cr of net profit in the Jun 26 quarter, −99.1% year on year. The full FY26 year was a loss of ₹14.0 Cr. That is 0.0% of the quarter's revenue. The same quarter a year earlier earned ₹3.2 Cr.

Jun 26 profit was ₹0.0 Cr, −99.1% year on year. On the full year, FY26 printed ₹−14.0 Cr (−122.2%).

🚨 Why profit moved: revenue contributed −4.9% and the margin −1.2 pp — the quarter was revenue-led, with the margin roughly flat.

Pace comparison, last four quarters: profit −155.2% vs revenue −8.9%. Profit is growing slower than sales — costs are eating the growth before it reaches the bottom line.

Cash flow — the router The P&L says what was earned; the cash-flow statement says what actually arrived. Operating cash flow (CFO) against profit is the cleanest lie detector in the accounts.

DCM Shriram International Ltd's cash-flow history is too thin to judge how much reported profit converts into cash. In FY26 that was ₹39.0 Cr of operating cash against ₹−14.0 Cr of profit. After ₹37.0 Cr of capital spending, ₹2.0 Cr was left as free cash. Cash resolution here is annual, because quarterly cash statements are not published.

FY26: operating cash of ₹39.0 Cr against reported profit of ₹−14.0 Cr, leaving free cash of ₹2.0 Cr after ₹37.0 Cr of capital spending.

Cash-flow readings here are annual — that is the resolution our series carries, so this section moves once a year.

Router verdict: the bigger cash user is investment — capital spending ran 2.6× depreciation over three years, so the next section's job is to check what that build-out is buying.

Where the cash goes Working capital is the cash tied up between paying suppliers and getting paid: debtor days (customers owe), inventory days (stock waits), and the cash conversion cycle (the whole loop, in days of sales).

DCM Shriram International Ltd's cash conversion cycle runs 216 days in FY26, up from 193 days in FY25. Capital spending ran ₹37.0 Cr over the last 1 years. At FY26 sales of ₹451 Cr each day of that cycle holds about ₹1.2 Cr, so roughly ₹267 Cr sits inside the business at any moment.

FY26: debtors at 85 days, inventory at 264 days — roughly 8.7 months of stock waiting to sell; that is where the cash sits while it waits — for a full cycle of 216 days, looser than FY25's 193.

The full loop: cash goes out to suppliers and production on day 0; stock waits 264 days to sell; customers pay about 85 days after that; and suppliers themselves are paid at 133 days — netting out to the 216-day cycle.

In money terms: at FY26 sales of ₹451 Cr, each day of the cycle holds about ₹1.2 Cr — so the 216-day loop keeps roughly ₹267 Cr sitting inside the business at any moment.

On the investment side: capital spending of ₹37.0 Cr over the last 1 fiscal years against ₹14.0 Cr of depreciation — the company is building well ahead of wear-and-tear. Capital work-in-progress stands at ₹11.0 Cr (FY26) — capacity paid for but not yet earning.

The synthesis: the cash is going into capacity, not disappearing into the cycle — the question becomes whether the new capacity earns.

Return on capital Return on capital employed (ROCE) is the profit the whole business earns on all the money in it — equity and debt together. It is the single best test of whether growth creates value or just size.⚠ unverified

DCM Shriram International Ltd earns a ROCE of 4% in FY26. Return on invested capital clears the cost of that capital by −11.0 percentage points, so growth here is not yet paying for the capital it uses. The wiring behind it is −3.1% net margin on 0.77× asset turns.

FY26 ROCE is 4%.

🚨 Why the return is what it is — the wiring (FY26): −3.1% net margin × 0.77× asset turns × 1.57× balance-sheet leverage ≈ −3.7% on equity. Margin does its share; leverage is modest — this is an earned return, not a borrowed one.

The capstone test — ROIC − WACC: 1.0% − 12.0% = a −11.0 pp spread. The 12.0% is a standing assumption for the cost of capital in India, not a per-stock estimate — read the sign and the size of the spread, not the decimals. Negative — growth at these returns destroys value until the returns recover.

Debt Debt-to-equity says how much of the business is funded by borrowings. Low is the safe corner; the trend matters as much as the level.⚠ unverified

DCM Shriram International Ltd carries total debt of ₹74.0 Cr against shareholder equity of ₹373 Cr as of Mar 26, a debt-to-equity of 0.20 — effectively unlevered. On the annual view that ratio went from 0.20 in FY25 to 0.20 in FY26. The returns elsewhere on this page are therefore earned rather than borrowed.

Mar 26: total debt of ₹74.0 Cr against shareholder equity of ₹373 Cr — a debt-to-equity of 0.20. On the annual view, debt-to-equity went from 0.20 (FY25) to 0.20 (FY26). The returns on this page are earned, not borrowed.

Ownership Who owns the stock, quarter by quarter: promoters (the controlling owners), foreign and domestic institutions, and the public. Steady accumulation by people close to the numbers is a signal; a quiet register is also an answer.

No holder of DCM Shriram International Ltd moved a full percentage point over the last two years — the register is quiet. The register is read on the four disclosed classes only; nothing is inferred between filings.

The register over the last two years — .

Safety line The Z-score estimates how far a company sits from balance-sheet distress — above roughly 3 is safe, below roughly 1.8 is the danger zone. It was built for manufacturers, so it is not applied to banks and lenders.

DCM Shriram International Ltd: the Z-score reads 3.39. A Z-score above roughly 3 reads as safe and below roughly 1.8 as the distress zone, so this sits well clear of distress. It is a distance-to-distress estimate from the balance sheet, not a forecast of failure.

Why it matters: a Z-score of 3.39 sits well clear of the distress zone — the balance sheet is not the risk here.

The safety line in one sentence: the Z-score reads 3.39.

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