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Side-by-side financial comparison of RYDER SYSTEM INC (R) and Vulcan Materials Company (VMC). Click either name above to swap in a different company.

RYDER SYSTEM INC is the larger business by last-quarter revenue ($3.1B vs $1.8B, roughly 1.8× Vulcan Materials Company). Vulcan Materials Company runs the higher net margin — 9.4% vs 3.0%, a 6.4% gap on every dollar of revenue. On growth, Vulcan Materials Company posted the faster year-over-year revenue change (7.4% vs 1.0%). Over the past eight quarters, RYDER SYSTEM INC's revenue compounded faster (-0.9% CAGR vs -6.6%).

Ryder System, Inc. is an American transportation and logistics company, specializing in truck rental and leasing, fleet management, supply chain management, and transportation management. It also offers full-service leasing, rental and maintenance, used vehicle sales, transportation management, professional drivers, e-commerce fulfillment, and last-mile delivery services. The company is headquartered in Coral Gables, Florida, and operates in the United States and United Kingdom.

Vulcan Materials Company is an American company based in Birmingham, Alabama. It is principally engaged in the production, distribution and sale of construction materials. Vulcan is the largest producer of construction materials, primarily gravel, crushed stone, and sand, and employs approximately 12,000 people at over 400 facilities. Vulcan serves 22 states, the District of Columbia, Mexico, Canada, Bahamas and the U.S. Virgin Islands.

R vs VMC — Head-to-Head

Bigger by revenue
R
R
1.8× larger
R
$3.1B
$1.8B
VMC
Growing faster (revenue YoY)
VMC
VMC
+6.4% gap
VMC
7.4%
1.0%
R
Higher net margin
VMC
VMC
6.4% more per $
VMC
9.4%
3.0%
R
Faster 2-yr revenue CAGR
R
R
Annualised
R
-0.9%
-6.6%
VMC

Income Statement — Q1 FY2026 vs Q1 FY2026

Metric
R
R
VMC
VMC
Revenue
$3.1B
$1.8B
Net Profit
$93.0M
$165.0M
Gross Margin
24.1%
Operating Margin
15.1%
Net Margin
3.0%
9.4%
Revenue YoY
1.0%
7.4%
Net Profit YoY
-5.1%
27.9%
EPS (diluted)
$2.34
$1.35

Green = leading value per metric. Periods may differ when fiscal calendars don't align.

8-Quarter Revenue & Profit Trend

Side-by-side quarterly history. Quarters aligned by calendar period so offset fiscal years line up.

Revenue
R
R
VMC
VMC
Q1 26
$3.1B
$1.8B
Q4 25
$3.2B
$1.9B
Q3 25
$3.2B
$2.3B
Q2 25
$3.2B
$2.1B
Q1 25
$3.1B
$1.6B
Q4 24
$3.2B
$1.9B
Q3 24
$3.2B
$2.0B
Q2 24
$3.2B
$2.0B
Net Profit
R
R
VMC
VMC
Q1 26
$93.0M
$165.0M
Q4 25
$132.0M
$252.0M
Q3 25
$138.0M
$374.9M
Q2 25
$131.0M
$320.9M
Q1 25
$98.0M
$128.9M
Q4 24
$135.0M
$293.6M
Q3 24
$142.0M
$207.6M
Q2 24
$127.0M
$308.0M
Gross Margin
R
R
VMC
VMC
Q1 26
24.1%
Q4 25
25.5%
Q3 25
30.4%
Q2 25
29.7%
Q1 25
22.3%
Q4 24
29.0%
Q3 24
28.2%
Q2 24
29.4%
Operating Margin
R
R
VMC
VMC
Q1 26
15.1%
Q4 25
5.6%
19.8%
Q3 25
6.0%
23.7%
Q2 25
5.8%
22.4%
Q1 25
4.3%
13.9%
Q4 24
5.7%
21.6%
Q3 24
5.9%
16.8%
Q2 24
5.6%
22.5%
Net Margin
R
R
VMC
VMC
Q1 26
3.0%
9.4%
Q4 25
4.2%
13.2%
Q3 25
4.4%
16.4%
Q2 25
4.1%
15.3%
Q1 25
3.1%
7.9%
Q4 24
4.2%
15.8%
Q3 24
4.5%
10.4%
Q2 24
4.0%
15.3%
EPS (diluted)
R
R
VMC
VMC
Q1 26
$2.34
$1.35
Q4 25
$3.22
$1.90
Q3 25
$3.32
$2.82
Q2 25
$3.13
$2.42
Q1 25
$2.27
$0.97
Q4 24
$3.09
$2.21
Q3 24
$3.24
$1.56
Q2 24
$2.84
$2.31

Balance Sheet & Financial Strength

Snapshot of each company's liquidity, leverage and book value from the latest quarter.

Metric
R
R
VMC
VMC
Cash + ST InvestmentsLiquidity on hand
$182.0M
$140.2M
Total DebtLower is stronger
$4.4B
Stockholders' EquityBook value
$2.9B
$8.5B
Total Assets
$16.7B
Debt / EquityLower = less leverage
0.51×

8-quarter trend — quarters aligned by calendar period.

Cash + ST Investments
R
R
VMC
VMC
Q1 26
$182.0M
$140.2M
Q4 25
$198.0M
$183.3M
Q3 25
$189.0M
$191.3M
Q2 25
$180.0M
$347.4M
Q1 25
$151.0M
$181.3M
Q4 24
$154.0M
$559.7M
Q3 24
$162.0M
$433.2M
Q2 24
$164.0M
$111.0M
Total Debt
R
R
VMC
VMC
Q1 26
$4.4B
Q4 25
$6.8B
$4.4B
Q3 25
$7.3B
$4.4B
Q2 25
$7.0B
$4.4B
Q1 25
$6.7B
$4.9B
Q4 24
$6.7B
$5.3B
Q3 24
$6.6B
$3.3B
Q2 24
$6.5B
$3.3B
Stockholders' Equity
R
R
VMC
VMC
Q1 26
$2.9B
$8.5B
Q4 25
$3.1B
$8.5B
Q3 25
$3.1B
$8.7B
Q2 25
$3.1B
$8.4B
Q1 25
$3.0B
$8.1B
Q4 24
$3.1B
$8.1B
Q3 24
$3.1B
$7.9B
Q2 24
$3.1B
$7.7B
Total Assets
R
R
VMC
VMC
Q1 26
$16.7B
Q4 25
$16.4B
$16.7B
Q3 25
$16.5B
$17.0B
Q2 25
$16.5B
$17.0B
Q1 25
$16.4B
$16.7B
Q4 24
$16.7B
$17.1B
Q3 24
$16.5B
$14.4B
Q2 24
$16.4B
$14.2B
Debt / Equity
R
R
VMC
VMC
Q1 26
0.51×
Q4 25
2.24×
0.51×
Q3 25
2.35×
0.50×
Q2 25
2.27×
0.52×
Q1 25
2.21×
0.60×
Q4 24
2.14×
0.65×
Q3 24
2.17×
0.42×
Q2 24
2.09×
0.43×

Cash Flow & Capital Efficiency

How much cash each business actually produces after reinvestment. Cash flow is harder to manipulate than net income.

Metric
R
R
VMC
VMC
Operating Cash FlowLast quarter
$583.0M
$241.1M
Free Cash FlowOCF − Capex
$273.0M
FCF MarginFCF / Revenue
8.7%
Capex IntensityCapex / Revenue
13.7%
Cash ConversionOCF / Net Profit
6.27×
1.46×
TTM Free Cash FlowTrailing 4 quarters
$595.0M

8-quarter trend — quarters aligned by calendar period.

Operating Cash Flow
R
R
VMC
VMC
Q1 26
$583.0M
$241.1M
Q4 25
$749.0M
$543.0M
Q3 25
$442.0M
$676.8M
Q2 25
$752.0M
$341.7M
Q1 25
$651.0M
$251.5M
Q4 24
$558.0M
$440.1M
Q3 24
$629.0M
$595.0M
Q2 24
$552.0M
$201.1M
Free Cash Flow
R
R
VMC
VMC
Q1 26
$273.0M
Q4 25
$344.0M
$358.2M
Q3 25
$-85.0M
$454.8M
Q2 25
$63.0M
$238.8M
Q1 25
$137.0M
$83.5M
Q4 24
$-201.0M
$277.6M
Q3 24
$30.0M
$498.2M
Q2 24
$-87.0M
$9.7M
FCF Margin
R
R
VMC
VMC
Q1 26
8.7%
Q4 25
10.8%
18.7%
Q3 25
-2.7%
19.8%
Q2 25
2.0%
11.4%
Q1 25
4.4%
5.1%
Q4 24
-6.3%
15.0%
Q3 24
0.9%
24.9%
Q2 24
-2.7%
0.5%
Capex Intensity
R
R
VMC
VMC
Q1 26
13.7%
Q4 25
12.8%
9.7%
Q3 25
16.6%
9.7%
Q2 25
21.6%
4.9%
Q1 25
16.4%
10.3%
Q4 24
23.8%
8.8%
Q3 24
18.9%
4.8%
Q2 24
20.1%
9.5%
Cash Conversion
R
R
VMC
VMC
Q1 26
6.27×
1.46×
Q4 25
5.67×
2.15×
Q3 25
3.20×
1.81×
Q2 25
5.74×
1.06×
Q1 25
6.64×
1.95×
Q4 24
4.13×
1.50×
Q3 24
4.43×
2.87×
Q2 24
4.35×
0.65×

Financial Flow Comparison

Revenue → gross profit → operating profit → net profit for each company.

Revenue Breakdown by Segment

R
R

Fleet Management Solutions$1.5B47%
ChoiceLease$878.0M28%
Dedicated Transportation Solutions$553.0M18%
Commercial rental$211.0M7%

VMC
VMC

Segment breakdown not available.

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