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United Parcel Service Intangible Assets

Latest intangible assets for UPS: $4B.

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Intangible Assets
$3.95B
↑ 17.82% YoYΔ $598.00M vs prior year quarter

Peer trimmed avg / median

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United Parcel Service Intangible Assets History

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United Parcel Service vs. peers: Intangible Assets Comparison

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United Parcel Service Intangible 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

United Parcel Service (UPS) FAQ

As of the most recent data (June 2026), UPS shows a intangible assets of $4B. That compares with $3.4B in the prior-year period — up 17.8% year over year. Scroll down for historical charts and peer comparison views.

Compared with the year-ago period, UPS's intangible assets is now $4B (was $3.4B) — a 17.8% year-over-year increase. Pairing that YoY change with peer averages gives a clearer picture of whether United Parcel Service is outperforming or lagging.

Tracking UPS's intangible assets over time shows whether United Parcel Service is scaling, shrinking, or reshaping that part of the business. The current reading is $4B That compares with $3.4B in the prior-year period — up 17.8% 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 intangible assets page, Stockcircle has United Parcel Service's full stock overview, other financial metrics, insider and congress trade tabs, and tools to follow the stock. Together they help you connect intangible assets (currently $4B) with ownership activity and broader fundamentals.

United Parcel Service's intangible assets is $4B; compare it with other Industrials 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.