BackSnap-on Overview

Snap-on Net Tangible Assets

Track Snap-on's net tangible assets ($6B) with charts, peers, and YoY trends.

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Net Tangible Assets
$5.98B
↑ 7.92% YoYΔ $439.00M vs prior year quarter

Peer trimmed avg / median

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Snap-on Net Tangible Assets History

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Snap-on vs. peers: Net Tangible Assets Comparison

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Snap-on Net Tangible Assets Growth (YoY per quarter)

Latest change versus the prior comparable period (same company).

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Balance Sheet Breakdown

Current CashShort Term InvestmentsReceivablesInventoryOther Current AssetsCurrent AssetsLong Term InvestmentsProperty Plant EquipmentGoodwillIntangible AssetsOther AssetsTotal AssetsNet Tangible AssetsAccounts PayableOther Current LiabilitiesTotal Current LiabilitiesLong Term DebtOther LiabilitiesMinority InterestTotal Liabilities

Snap-on (SNA) FAQ

As of the most recent data (April 2026), SNA shows a net tangible assets of $6B. That compares with $5.5B in the prior-year period — up 7.9% year over year. Scroll down for historical charts and peer comparison views.

Compared with the year-ago period, SNA's net tangible assets is now $6B (was $5.5B) — a 7.9% year-over-year increase. Pairing that YoY change with peer averages gives a clearer picture of whether Snap-on is outperforming or lagging.

Tracking SNA's net tangible assets over time shows whether Snap-on is scaling, shrinking, or reshaping that part of the business. The current reading is $6B That compares with $5.5B in the prior-year period — up 7.9% year over year. Multi-quarter patterns matter more than any single print, which is why this page emphasizes history and peer comparison charts.

Besides this net tangible assets page, Stockcircle has Snap-on's full stock overview, other financial metrics, insider and congress trade tabs, and tools to follow the stock. Together they help you connect net tangible assets (currently $6B) with ownership activity and broader fundamentals.

Snap-on's net tangible assets is $6B; compare it with other Consumer Discretionary names on the peer chart. Typical ranges vary by sub-industry, so always sanity-check against the closest competitors, not just the whole sector bucket.