Like assets, liabilities split by timing. current-liabilities come due within a year; long-term ones do not. deferred-revenue is the odd one out: it is an obligation to deliver a product, not to pay cash, which is why growing deferred revenue is usually a good sign rather than a bad one.
Not everything owed is debt. Lumping accounts-payable in with borrowings overstates leverage. The number that matters for solvency is total-debt and, after netting cash, net-debt.
Example: Northwind Tools owes $910M: $310M current (payables, accrued wages, the current slice of debt), $430M long-term borrowings, $130M lease obligations and $40M of deferred tax.
Related: current-liabilities, accounts-payable, total-debt, deferred-revenue, shareholders-equity