KIRBY CORP Segments Disclosure
(4) Segment Data
The Company’s operations are aggregated into two reportable business segments as follows:
Marine Transportation — Provides marine transportation by United States flagged vessels principally of liquid cargoes throughout the United States inland waterway system, along all three United States coasts, and to a lesser extent, in United States coastal transportation of dry-bulk cargoes. The principal products transported include petrochemicals, black oil, refined petroleum products and agricultural chemicals.
Distribution and Services — Provides equipment, after-market parts and services for power generation systems in applications that include behind the meter power systems and emergency backup systems, after-market and genuine replacement parts and services for engines, transmissions, reduction gears, electric motors, drives, and controls, specialized electrical distribution and controls systems, and related equipment used in power generation, marine, on-highway, oilfield services, and other industrial applications. The Company also rents equipment including generators, industrial compressors, high-capacity lift trucks, construction equipment and refrigeration trailers for use in a variety of industrial markets. The Company also manufactures and remanufactures specialized equipment, including pressure pumping units and electric fracturing systems, electric power generation equipment, and specialized electrical distribution and control equipment for data centers, oilfield service, railroad and other industrial customers.
The Company’s two reportable business segments are managed separately by the Company’s chief operating decision maker (“CODM”), its , based on fundamental differences in their operations. The Company’s accounting policies for the business segments are the same as those described in Note 1, Summary of Significant Accounting Policies. The CODM evaluates the performance of the Company’s segments based on the contributions to operating income of the respective segments, and before income taxes, interest, gains or losses on disposition of assets, other nonoperating income, noncontrolling interests, accounting changes, and nonrecurring items. The CODM uses segment operating income to allocate resources for each segment during the annual budget and forecasting process. The CODM considers budget-to-actual variances on a monthly basis for segment operating income when making decisions about allocating capital and personnel to the segments. The CODM also uses segment operating income to assess the performance for each segment by comparing the results and return on assets of each segment with one another.
Intersegment revenues, based on market-based pricing, of KDS from the marine transportation segment (“KMT”) of $34.9 million, $26.1 million, and $39.8 million in 2025, 2024, and 2023, respectively, as well as the related intersegment profit of $3.5 million, $2.6 million, and $4.0 million in 2025, 2024, and 2023, respectively, have been eliminated from the tables below.
The following tables set forth by reportable segment the revenues, income or loss, depreciation and amortization, capital expenditures and total assets attributable to the principal activities of the Company (in thousands):
|
Year Ended December 31, |
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|
Year Ended December 31, |
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|
Year Ended December 31, |
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2025 |
|
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2024 |
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2023 |
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|
KMT |
|
|
KDS |
|
|
Total |
|
|
KMT |
|
|
KDS |
|
|
Total |
|
|
KMT |
|
|
KDS |
|
|
Total |
|
|||||||||
Revenue from external customers |
$ |
1,935,305 |
|
|
$ |
1,428,745 |
|
|
$ |
3,364,050 |
|
|
$ |
1,913,050 |
|
|
$ |
1,352,826 |
|
|
$ |
3,265,876 |
|
|
$ |
1,721,937 |
|
|
$ |
1,369,703 |
|
|
$ |
3,091,640 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
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Less: |
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|
|
|
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|
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|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
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Costs of sales and operating expenses |
|
1,175,628 |
|
|
|
1,045,421 |
|
|
|
2,221,049 |
|
|
|
1,188,794 |
|
|
|
1,008,008 |
|
|
|
2,196,802 |
|
|
|
1,136,526 |
|
|
|
1,040,905 |
|
|
|
2,177,431 |
|
Administrative payroll expense |
|
77,956 |
|
|
|
96,798 |
|
|
|
174,754 |
|
|
|
76,578 |
|
|
|
89,512 |
|
|
|
166,090 |
|
|
|
75,829 |
|
|
|
89,052 |
|
|
|
164,881 |
|
Taxes, other than on income |
|
26,749 |
|
|
|
8,776 |
|
|
|
35,525 |
|
|
|
26,476 |
|
|
|
8,329 |
|
|
|
34,805 |
|
|
|
27,602 |
|
|
|
7,051 |
|
|
|
34,653 |
|
Depreciation and amortization |
|
213,907 |
|
|
|
42,936 |
|
|
|
256,843 |
|
|
|
197,347 |
|
|
|
35,448 |
|
|
|
232,795 |
|
|
|
184,225 |
|
|
|
19,842 |
|
|
|
204,067 |
|
Other segment items (a) |
|
66,607 |
|
|
|
104,062 |
|
|
|
170,669 |
|
|
|
60,479 |
|
|
|
102,927 |
|
|
|
163,406 |
|
|
|
58,812 |
|
|
|
98,372 |
|
|
|
157,184 |
|
Segment operating income |
$ |
374,458 |
|
|
$ |
130,752 |
|
|
$ |
505,210 |
|
|
$ |
363,376 |
|
|
$ |
108,602 |
|
|
$ |
471,978 |
|
|
$ |
238,943 |
|
|
$ |
114,481 |
|
|
$ |
353,424 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
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Reconciliation of segment operating income |
|
|
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|
|
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Unallocated amounts: |
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|
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|
|
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|
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|
|
|
|
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General corporate expenses |
|
|
|
|
|
|
|
(13,714 |
) |
|
|
|
|
|
|
|
|
(18,785 |
) |
|
|
|
|
|
|
|
|
(23,341 |
) |
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Impairments |
|
|
|
|
|
|
|
— |
|
|
|
|
|
|
|
|
|
(56,303 |
) |
|
|
|
|
|
|
|
|
— |
|
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Gain on disposition of assets |
|
|
|
|
|
|
|
4,788 |
|
|
|
|
|
|
|
|
|
2,207 |
|
|
|
|
|
|
|
|
|
5,009 |
|
||||||
Operating income |
|
|
|
|
|
|
$ |
496,284 |
|
|
|
|
|
|
|
|
$ |
399,097 |
|
|
|
|
|
|
|
|
$ |
335,092 |
|
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Other income |
|
|
|
|
|
|
|
21,455 |
|
|
|
|
|
|
|
|
|
12,795 |
|
|
|
|
|
|
|
|
|
11,041 |
|
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Interest expense |
|
|
|
|
|
|
|
(46,327 |
) |
|
|
|
|
|
|
|
|
(49,129 |
) |
|
|
|
|
|
|
|
|
(52,008 |
) |
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Earnings before taxes on income |
|
|
|
|
|
|
$ |
471,412 |
|
|
|
|
|
|
|
|
$ |
362,763 |
|
|
|
|
|
|
|
|
$ |
294,125 |
|
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KMT – selling expense, professional service expense, occupancy expense, and certain overhead expenses.
KDS – inventory-related expense, warranty expense, selling expense, professional service expense, occupancy expense, and certain overhead expenses.
|
Year Ended December 31, |
|
|||||||||
|
2025 |
|
|
2024 |
|
|
2023 |
|
|||
Depreciation and amortization: |
|
|
|
|
|
|
|
|
|||
Marine transportation |
$ |
213,907 |
|
|
$ |
197,347 |
|
|
$ |
184,225 |
|
Distribution and services |
|
42,936 |
|
|
|
35,448 |
|
|
|
19,842 |
|
Other |
|
7,283 |
|
|
|
7,527 |
|
|
|
7,089 |
|
|
$ |
264,126 |
|
|
$ |
240,322 |
|
|
$ |
211,156 |
|
Capital expenditures: |
|
|
|
|
|
|
|
|
|||
Marine transportation |
$ |
229,115 |
|
|
$ |
247,768 |
|
|
$ |
255,411 |
|
Distribution and services |
|
27,275 |
|
|
|
85,437 |
|
|
|
140,769 |
|
Other |
|
8,083 |
|
|
|
9,455 |
|
|
|
5,550 |
|
|
$ |
264,473 |
|
|
$ |
342,660 |
|
|
$ |
401,730 |
|
|
|
December 31, |
|
|||||
|
|
2025 |
|
|
2024 |
|
||
Total assets: |
|
|
|
|
|
|
||
Marine transportation |
|
$ |
4,705,692 |
|
|
$ |
4,578,616 |
|
Distribution and services |
|
|
1,111,549 |
|
|
|
1,115,781 |
|
Other |
|
|
190,804 |
|
|
|
157,555 |
|
|
|
$ |
6,008,045 |
|
|
$ |
5,851,952 |
|
The following table presents the details of “Other” total assets (in thousands):
|
|
December 31, |
|
|||||
|
|
2025 |
|
|
2024 |
|
||
General corporate assets |
|
$ |
187,616 |
|
|
$ |
154,655 |
|
Investment in affiliates |
|
|
3,188 |
|
|
|
2,900 |
|
|
|
$ |
190,804 |
|
|
$ |
157,555 |
|
Historical Timeline
| Fiscal Year | Filed | |
|---|---|---|
| 2025 | Feb 17, 2026 | Showing above |
| 2024 | Feb 18, 2025 | |
| 2023 | Feb 20, 2024 | |
| 2022 | Feb 21, 2023 | |
| 2021 | Feb 18, 2022 | |
| 2020 | Feb 23, 2021 | |
| 2019 | Feb 24, 2020 | |
| 2018 | Feb 26, 2019 | |
| 2017 | Feb 26, 2018 | |
| 2016 | Feb 23, 2017 | |
| 2015 | Feb 22, 2016 | |
About Segments Disclosures
Segment disclosures break a company into its reportable operating units, revealing revenue, profit, and asset allocation that consolidated financial statements obscure. Under ASC 280, segments must match how the chief operating decision maker views the business, providing a window into internal management structure and resource allocation priorities.
Key signals: compare segment margins to identify which units drive profitability and which destroy value. Watch for changes in the number of reportable segments — segment aggregation or disaggregation often coincides with strategic shifts or attempts to obscure declining performance. Intersegment elimination patterns reveal internal pricing practices. The reconciliation between segment totals and consolidated figures exposes corporate overhead allocation and unallocated items. Geographic revenue concentration highlights regulatory and currency exposure. Compare segment-level capital expenditure against segment revenue to assess where management is investing for future growth versus harvesting existing assets.