to our franchisees.
We maintain a close relationship with our franchise stores through regional franchise teams, an array of computer-based training materials that help franchise stores comply with our standards and franchise advisory groups that facilitate communications between us and our franchisees.
Domestic distribution During 2006, our domestic distribution segment accounted for $762.8 million, or 53%, of our consolidated revenues.
Our domestic distribution segment is comprised of dough manufacturing and distribution centers that manufacture fresh dough on a daily basis and purchase, receive, store and deliver quality pizza-related food products and complementary side items to all of our Company-owned stores and over 98% of our domestic franchise stores.
Each regional dough manufacturing and distribution center serves approximately 300 stores, generally located within a one-day delivery radius.
We regularly supply more than 5,000 stores with various supplies and ingredients, of which nine product groups account for nearly 90% of the volume.
Our domestic distribution segment made approximately 650,000 fullservice deliveries in 2006 or between two and three deliveries per store, per week; and we produced nearly 365 million pounds of dough during 2006.
We believe that our franchisees voluntarily choose to obtain food, supplies and equipment from us because we provide the most effi cient, convenient and cost-effective alternative, while also providing both quality and consistency.
In addition, our domestic distribution segment offers a profi t-sharing arrangement to stores that purchase all of their food from our domestic dough manufacturing and distribution centers.
This profi t-sharing arrangement generally provides domestic Company-owned stores and participating franchisees with 50% of their regional distribution center’s pre-tax profi ts.
Profi ts are shared with the franchisees based upon each franchisee’s purchases from our distribution centers.
We believe these arrangements strengthen our ties with these franchisees.
The information systems used by our domestic dough manufacturing and distribution centers are an integral part of the quality service we provide our stores.
We use routing strategies and software to optimize our daily delivery schedules, which maximizes on-time deliveries.
Through our strategic dough manufacturing and distribution center locations and proven routing systems, we achieved ontime delivery rates of approximately 99% during 2006.
Our distribution center drivers unload food and supplies and stock store shelves typically during non-peak store hours, which minimizes disruptions in store operations.
International During 2006, our international segment accounted for $123.4 million, or 9%, of our consolidated revenues.
We have 548 franchise stores in Mexico, representing the largest presence of any QSR company in Mexico, 422 franchise stores in the United Kingdom, 395 franchise stores in Australia, 287 franchise stores in South Korea, 272 franchise stores in Canada and over 100 franchise stores in each of Japan, India and Taiwan.
The principal sources of revenues from our international operations are royalty payments generated by retail sales from franchise stores, sales of food and supplies to franchisees in certain markets.
We have grown by more than 900 international stores over the past fi ve years.
While our stores are designed for delivery and carry-out, which are less capitalintensive than dine-in, we empower our managers and franchisees to adapt the standard operating model, within certain parameters, to satisfy the local eating habits and consumer preferences of various regions outside the contiguous United States.
Currently, most of our international stores are operated under master franchise agreements, and we plan to continue entering into master franchise agreements with qualifi ed franchisees to expand our international operations in selected countries.
We believe that our international franchise stores appeal to potential franchisees because of our well-recognized brand name, the limited capital expenditures required to open and operate our stores and our system’s favorable store economics.
The following table shows our store count as of December 31, 2006 in our top ten international markets, which account for 78% of our international stores.
## Table 0 ##
OUR FRANCHISE PROGRAM As of December 31, 2006, our 4,572 domestic franchise stores were owned and operated by our 1,259 domestic franchisees.
The success of our franchise formula, which enables franchisees to benefi t from our brand name with a relatively low initial capital investment, has attracted a large number of motivated entrepreneurs as franchisees.
As of December 31, 2006, the average domestic franchi-
## Table 1 ##
(1) Included in other for the fi scal years ended 2002 through 2004 are costs incurred in connection with debt retirements, including $20.4 million of bond tender fees in connection with the 2003 recapitalization and $9.0 million incurred in connection with the redemption of $109.1 million of senior subordinated notes as part of our 2004 IPO.
Other for 2005 is comprised of a gain recognized on the sale of an equity investment.
(2) Net income (loss) available to common stockholders for the fi scal years ended 2002 and 2003 is comprised of consolidated net income less cumulative preferred stock dividends and accretion amounts.
(3) We paid $188.3 million in dividends to shareholders as part of our recapitalization in 2003.
(4) Same store sales growth is calculated including only sales from stores that also had sales in the comparable period of the prior year, but excluding sales from certain seasonal locations such as stadiums and concert arenas.
International same store sales growth is calculated similarly to domestic same store sales growth.
Changes in international same store sales are reported on a constant dollar basis which refl ects changes in international local currency sales.
The 53rd week in 2004 had no positive or negative impact on reported same store sales growth amounts.
(5) In connection with our recapitalization in 2003, Domino’s, Inc.  issued and sold $403.0 million aggregate principal amount at maturity of senior subordinated notes at a discount resulting in gross proceeds of $400.1 million and borrowed $610.0 million in term loans.
We used the proceeds from the senior subordinated notes, borrowings from the term loans and cash from operations to retire $206.7 million principal amount of the then outstanding senior subordinated notes plus accrued interest and bond tender fees for $236.9 million, repay all amounts outstanding under the previous senior credit facility, redeem all of our outstanding preferred stock for $200.5 million and pay a dividend on our outstanding common stock of $188.3 million.
Additionally, we expensed $15.7 million of related general and administrative expenses, comprised of compensation expenses, wrote-off $15.6 million of deferred fi nancing costs to interest expense and expensed $20.4 million of bond tender fees in other expense.
Total recapitalization related expenses were $51.7 million (pre-tax).
We also recorded a $20.4 million deferred fi nancing cost asset.
(6) In connection with our IPO completed on July 16, 2004, Domino’s Pizza, Inc.  issued and sold 9,375,000 shares resulting in net proceeds to us of approximately $119.6 million.
These net proceeds were used to redeem, at a premium plus accrued interest, approximately $109.1 million aggregate principal amount of Domino’s, Inc.  8 1/4% senior subordinated notes.
Immediately following the closing of the IPO, we had 68,653,626 shares of common stock outstanding.
Additionally, in connection with the IPO, we used general funds to, among other things, distribute $16.9 million to our founder and former majority shareholder and his spouse for full payment of contingent notes then outstanding and pay $10.0 million to an affi liate of our principal stockholder, in connection with the termination of its management agreement with us, which was recorded in general and administrative expense.
Additionally, the 2004 fi scal year includes 53 weeks, while the 2002, 2003, 2005 and 2006 fi scal years each include 52 weeks.
INTEL CORPORATION NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued) Note 15: Chipset Design Issue In January 2011, as part of our ongoing quality assurance procedures, we identified a design issue with the Intel?6 Series Express Chipset family.
The issue affected chipsets sold in the fourth quarter of 2010 and January 2011.
We subsequently implemented a silicon fix and began shipping the updated version of the affected chipset in February 2011.
The total cost in 2011 to repair and replace affected materials and systems, located with customers and in the market, was $422 million.
We do not expect to have any significant future adjustments related to this issue.
Note 16: Borrowings Short-Term Debt As of December 28, 2013, short-term debt consisted of drafts payable of $257 million and notes payable of $24 million (drafts payable of $264 million and notes payable of $48 million as of December 29, 2012).
We have an ongoing authorization from our Board of Directors to borrow up to $3.0 billion, including through the issuance of commercial paper.
Maximum borrowings under our commercial paper program during 2013 were $300 million ($500 million during 2012).
Our commercial paper was rated A-1+ by Standard & Poor’s and P-1 by Moody’s as of December 28, 2013.
Long-Term Debt Our long-term debt at the end of each period was as follows:
## Table 2 ##
Senior Notes In the fourth quarter of 2012, we issued $6.2 billion aggregate principal amount of senior unsecured notes for general corporate purposes and to repurchase shares of our common stock pursuant to our authorized common stock repurchase program.
In the third quarter of 2011, we issued $5.0 billion aggregate principal amount of senior unsecured notes, primarily to repurchase shares of our common stock pursuant to our authorized common stock repurchase program, and for general corporate purposes.
Our senior notes pay a fixed rate of interest semiannually.
We may redeem our senior notes, in whole or in part, at any time at our option at specified redemption prices.
The senior notes rank equally in right of payment with all of our other existing and future senior unsecured indebtedness and will effectively rank junior to all liabilities of our subsidiaries.

<table><tr><td> Market</td><td> Number of stores</td></tr><tr><td>Mexico</td><td>548</td></tr><tr><td>United Kingdom</td><td>422</td></tr><tr><td>Australia</td><td>395</td></tr><tr><td>South Korea</td><td>287</td></tr><tr><td>Canada</td><td>272</td></tr><tr><td>Japan</td><td>177</td></tr><tr><td>India</td><td>128</td></tr><tr><td>Taiwan</td><td>116</td></tr><tr><td>France</td><td>96</td></tr><tr><td>Netherlands</td><td>63</td></tr></table>
<table><tr><td></td><td colspan="5">Fiscal year ended</td></tr><tr><td>(dollars in millions)</td><td>December 29, 2002</td><td>December 28, 2003 -5</td><td>January 2, 2005 -6</td><td>January 1, 2006</td><td>December 31, 2006</td></tr><tr><td> Other financial data:</td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Depreciation and amortization</td><td>$28.3</td><td>$29.8</td><td>$31.7</td><td>$32.4</td><td>$32.3</td></tr><tr><td>Capital expenditures</td><td>53.9</td><td>29.2</td><td>39.8</td><td>28.7</td><td>20.2</td></tr><tr><td> Same store sales growth -4:</td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Domestic Company-owned stores</td><td>0.0%</td><td>-1.7%</td><td>0.1%</td><td>7.1%</td><td>-2.2%</td></tr><tr><td>Domestic franchise stores</td><td>3.0%</td><td>1.7%</td><td>2.1%</td><td>4.6%</td><td>-4.4%</td></tr><tr><td>Domestic stores</td><td>2.6%</td><td>1.3%</td><td>1.8%</td><td>4.9%</td><td>-4.1%</td></tr><tr><td>International stores</td><td>4.1%</td><td>4.0%</td><td>5.9%</td><td>6.1%</td><td>4.0%</td></tr><tr><td> Store counts (at end of period):</td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Domestic Company-owned stores</td><td>577</td><td>577</td><td>580</td><td>581</td><td>571</td></tr><tr><td>Domestic franchise stores</td><td>4,271</td><td>4,327</td><td>4,428</td><td>4,511</td><td>4,572</td></tr><tr><td>Domestic stores</td><td>4,848</td><td>4,904</td><td>5,008</td><td>5,092</td><td>5,143</td></tr><tr><td>International stores</td><td>2,382</td><td>2,523</td><td>2,749</td><td>2,987</td><td>3,223</td></tr><tr><td>Total stores</td><td>7,230</td><td>7,427</td><td>7,757</td><td>8,079</td><td>8,366</td></tr></table>
<table><tr><td>(In Millions)</td><td>Dec 28,2013</td><td>Dec 29,2012</td></tr><tr><td>2012 Senior notes due 2017 at 1.35%</td><td>$2,997</td><td>$2,997</td></tr><tr><td>2012 Senior notes due 2022 at 2.70%</td><td>1,494</td><td>1,494</td></tr><tr><td>2012 Senior notes due 2032 at 4.00%</td><td>744</td><td>743</td></tr><tr><td>2012 Senior notes due 2042 at 4.25%</td><td>924</td><td>924</td></tr><tr><td>2011 Senior notes due 2016 at 1.95%</td><td>1,499</td><td>1,498</td></tr><tr><td>2011 Senior notes due 2021 at 3.30%</td><td>1,996</td><td>1,996</td></tr><tr><td>2011 Senior notes due 2041 at 4.80%</td><td>1,490</td><td>1,489</td></tr><tr><td>2009 Junior subordinated convertible debentures due 2039 at 3.25%</td><td>1,075</td><td>1,063</td></tr><tr><td>2005 Junior subordinated convertible debentures due 2035 at 2.95%</td><td>946</td><td>932</td></tr><tr><td>Total long-term debt</td><td>$13,165</td><td>$13,136</td></tr></table>

Question: what is the net cash flow from short-term debt in 2013?
Answer: -31