{"id":8127,"date":"2026-06-27T08:26:53","date_gmt":"2026-06-27T00:26:53","guid":{"rendered":"https:\/\/moresourcing.com\/how-leaders-engineer-margin-resilience\/"},"modified":"2026-06-27T08:26:53","modified_gmt":"2026-06-27T00:26:53","slug":"how-leaders-engineer-margin-resilience","status":"publish","type":"post","link":"https:\/\/moresourcing.com\/fr\/how-leaders-engineer-margin-resilience\/","title":{"rendered":"Comment les dirigeants con\u00e7oivent la r\u00e9silience des marges"},"content":{"rendered":"
\n
\"\"<\/figure>\n\t\t\t\t\t\n
\"\"<\/figure>\n\t\t\t\t\t\n
\"\"<\/figure>\n\t\t\t\t\t<\/figure>\n
\n\t\t\t\t\t\t\t\t\n \n \n
\n \"\" \n <\/figure> \n

Par Gregory Daco et Josh Putnam<\/strong><\/p> \n

La volatilit\u00e9 \u00e9tait autrefois \u00e9pisodique. Aujourd'hui, elle est structurelle. Les chocs inflationnistes, la g\u00e9opolitique, la revalorisation des march\u00e9s de capitaux et les cha\u00eenes d'approvisionnement changeantes n'arrivent plus comme des surprises : ils d\u00e9finissent l'environnement op\u00e9rationnel.<\/p> \n

Pourtant, alors que de nombreuses entreprises voient leurs marges s'\u00e9roder dans l'incertitude, un petit groupe parvient constamment \u00e0 prendre de l'avance. Leur avantage n'est ni le timing, ni la chance, ni l'\u00e9chelle. C'est la conception.<\/p> \n

De nouvelles recherches<\/a> analysant plus de 1 000 entreprises am\u00e9ricaines sur plusieurs cycles \u00e9conomiques r\u00e9v\u00e8lent une v\u00e9rit\u00e9 frappante : seulement environ 10 % d'entre elles parviennent constamment \u00e0 obtenir des marges du quartile sup\u00e9rieur. Encore plus frappant, ces entreprises maintiennent un leadership en mati\u00e8re de marges \u00e0 travers les r\u00e9cessions, les ajustements de taux et les chocs g\u00e9opolitiques. Alors que la plupart des entreprises traitent la pression sur les marges comme temporaire, ces leaders consid\u00e8rent la r\u00e9silience des marges comme un \u00e9l\u00e9ment central de leur strat\u00e9gie d'entreprise.<\/p> \n

L'implication pour les dirigeants est claire : la performance des marges n'est plus un r\u00e9sultat financier, c'est un choix strat\u00e9gique.<\/p> \n

L'architecture strat\u00e9gique des leaders en mati\u00e8re de marges<\/strong><\/p> \n

Seules les 10 % des entreprises publiques les plus performantes ont constamment d\u00e9livr\u00e9 des marges d'EBITDA sup\u00e9rieures \u00e0 celles de leurs pairs du secteur, selon l'analyse d'EY\u2011Parthenon. Les meilleurs performers maintiennent des marges structurellement plus \u00e9lev\u00e9es ann\u00e9e apr\u00e8s ann\u00e9e, m\u00eame pendant les p\u00e9riodes de stress macro\u00e9conomique et g\u00e9opolitique. En revanche, les moins performants subissent une forte compression des marges lors des chocs et ne parviennent pas \u00e0 se r\u00e9tablir compl\u00e8tement.<\/p> \n \n

\u00c9volution de la marge d'EBITDA pour la cohorte \u00e9valu\u00e9e d'entreprises publiques am\u00e9ricaines (2010-2024)<\/em><\/p> \n

\n \"\" \n <\/figure> \n

Cette divergence ne s'explique pas uniquement par la composition sectorielle. Les leaders en mati\u00e8re de marges se trouvent dans tous les secteurs, qu'il s'agisse de l'industrie, des biens de consommation, de la technologie ou des services financiers. Ce qui distingue les leaders en mati\u00e8re de marges est un ADN strat\u00e9gique commun construit autour de cinq principes de renforcement mutuel :<\/p> \n

1. Faible intensit\u00e9 capitalistique et productivit\u00e9 \u00e9lev\u00e9e des actifs. <\/strong>Les leaders en mati\u00e8re de marges g\u00e9n\u00e8rent plus de profit par dollar de capital d\u00e9ploy\u00e9. En minimisant la charge des actifs fixes et en optimisant le fonds de roulement, ils pr\u00e9servent leur flexibilit\u00e9 lorsque les march\u00e9s r\u00e9\u00e9valuent le risque.<\/p> \n

2. Revenus r\u00e9currents et fid\u00e9lisation des clients. <\/strong>Ces entreprises privil\u00e9gient des mod\u00e8les d'affaires qui lissent la volatilit\u00e9 des revenus\u2014abonnements, contrats \u00e0 long terme et services int\u00e9gr\u00e9s\u2014r\u00e9duisant ainsi la sensibilit\u00e9 aux fluctuations de la demande \u00e0 court terme.<\/p> \n

3. Pouvoir de fixation des prix par la diff\u00e9renciation. <\/strong>Plut\u00f4t que de concurrencer sur le volume, les leaders investissent dans une diff\u00e9renciation d\u00e9fendable qui leur permet de r\u00e9percuter les augmentations de co\u00fbts sans d\u00e9truire la demande.<\/p> \n

4. Discipline op\u00e9rationnelle qui prot\u00e8ge les marges de croissance.<\/strong> L'efficacit\u00e9 d'\u00e9chelle compte, mais seulement lorsqu'elle est associ\u00e9e \u00e0 une gouvernance rigoureuse des co\u00fbts. Les leaders en mati\u00e8re de marges \u00e9vitent les pi\u00e8ges de la \u00ab croissance \u00e0 tout prix \u00bb qui diluent la rentabilit\u00e9.<\/p> \n

5. Gestion active du portefeuille. <\/strong>Les leaders en mati\u00e8re de marges r\u00e9allouent continuellement le capital, c\u00e9dant les actifs sous-dimensionn\u00e9s ou dilutifs pour les marges tout en renfor\u00e7ant les activit\u00e9s avantag\u00e9es.<\/p> \n \n

Il est important de noter que ces leviers se renforcent mutuellement. Le pouvoir de fixation des prix est insoutenable sans diff\u00e9renciation. Les revenus r\u00e9currents perdent de la valeur sans discipline op\u00e9rationnelle. Le leadership en mati\u00e8re de marges est syst\u00e9mique, pas cloisonn\u00e9.<\/p> \n

Comment les march\u00e9s r\u00e9compensent la clart\u00e9 strat\u00e9gique<\/strong><\/p> \n

Les march\u00e9s actions \u00e9valuent l'incertitude en temps r\u00e9el. Cela n'est nulle part plus \u00e9vident que lors des points d'inflexion macro\u00e9conomiques et g\u00e9opolitiques.<\/p> \n

Une analyse r\u00e9cente d'EY-Parthenon<\/a> des rendements quotidiens du S&P 500 de 1981 \u00e0 2025 r\u00e9v\u00e8le comment les march\u00e9s r\u00e9compensent la transparence et p\u00e9nalisent l'ambigu\u00eft\u00e9. Le rendement exc\u00e9dentaire des actions par rapport aux actifs plus s\u00fbrs chute en p\u00e9riode de tensions g\u00e9opolitiques et augmente lorsqu'il y a une plus grande clart\u00e9 apr\u00e8s les annonces macro\u00e9conomiques et de politique de la R\u00e9serve f\u00e9d\u00e9rale am\u00e9ricaine.<\/p> \n

Les march\u00e9s actions p\u00e9nalisent l'ambigu\u00eft\u00e9, r\u00e9compensent la transparence<\/em><\/p> \n

\n \"\" \n <\/figure> \n

Source : Analyse EY\u2011Parthenon de pr\u00e8s de 45 ans de donn\u00e9es du S&P 500, de septembre 1981 \u00e0 octobre 2025, mesurant la prime de risque des actions comme le rendement exc\u00e9dentaire par rapport au bon du Tr\u00e9sor \u00e0 trois mois.<\/em><\/p> \n

Les r\u00e9actions du march\u00e9 aux annonces macro\u00e9conomiques, aux d\u00e9cisions de la R\u00e9serve f\u00e9d\u00e9rale et aux chocs g\u00e9opolitiques montrent un sch\u00e9ma coh\u00e9rent : les entreprises avec des profils de marge clairs et r\u00e9silients connaissent moins de volatilit\u00e9 de valorisation, tandis que les entreprises structurellement plus faibles font face \u00e0 des r\u00e9\u00e9valuations plus marqu\u00e9es.<\/p> \n

Pour les dirigeants, ce principe recadre la r\u00e9silience des marges comme une question de march\u00e9s financiers, et non seulement op\u00e9rationnelle. La transparence sur la mani\u00e8re dont les entreprises prot\u00e8gent, maintiennent et d\u00e9veloppent leurs marges est devenue centrale pour la cr\u00e9dibilit\u00e9 de la valorisation, la pr\u00e9paration aux transactions et la confiance des investisseurs.<\/p> \n

Les marges sont un test de leadership<\/strong><\/p> \n

Les r\u00e9sultats de cette analyse remettent en question une hypoth\u00e8se profond\u00e9ment ancr\u00e9e dans de nombreux conseils d'administration : que les marges se normaliseront lorsque les conditions se stabiliseront. Les donn\u00e9es sugg\u00e8rent le contraire. Dans des march\u00e9s structurellement volatils, les leaders en mati\u00e8re de marge creusent l'\u00e9cart tandis que les retardataires tombent dans des cycles de sous-performance persistants.<\/p> \n

Cela cr\u00e9e un choix net pour les \u00e9quipes de direction. Soit les marges sont trait\u00e9es comme une simple mesure financi\u00e8re, g\u00e9r\u00e9es de mani\u00e8re r\u00e9active par des r\u00e9ductions de co\u00fbts et des initiatives ponctuelles, soit elles sont con\u00e7ues d\u00e9lib\u00e9r\u00e9ment \u00e0 travers une architecture strat\u00e9gique.<\/p> \n

Cette derni\u00e8re option n\u00e9cessite des compromis inconfortables : s'\u00e9loigner d'une croissance gourmande en capital, abandonner des offres h\u00e9rit\u00e9es et r\u00e9sister \u00e0 la concurrence par les prix. Mais la r\u00e9compense n'est pas seulement des marges plus \u00e9lev\u00e9es\u2014c'est la r\u00e9silience, la stabilit\u00e9 de la valorisation et la libert\u00e9 strat\u00e9gique.<\/p> \n

Quatre actions \u00e0 entreprendre maintenant<\/strong><\/p> \n

Pour passer de la d\u00e9fense des marges au leadership en mati\u00e8re de marges, les dirigeants devraient se concentrer sur quatre priorit\u00e9s :<\/p> \n

1. Auditer les moteurs de marge de mani\u00e8re structurelle, pas tactique. <\/strong>Allez au-del\u00e0 des examens des co\u00fbts. Identifiez quelles parties de l'entreprise g\u00e9n\u00e8rent structurellement des rendements sup\u00e9rieurs au co\u00fbt du capital\u2014et lesquelles ne le feront jamais.<\/p> \n

2. Int\u00e9grer le pouvoir de fixation des prix dans la strat\u00e9gie, pas dans les n\u00e9gociations. <\/strong>Investissez dans la diff\u00e9renciation, les donn\u00e9es et la communication de valeur qui permettent des d\u00e9cisions de prix proactives.<\/p> \n

3. Redessiner les portefeuilles pour la r\u00e9silience, pas pour l'\u00e9chelle. <\/strong>R\u00e9orientez activement le capital vers des entreprises avec des revenus r\u00e9currents, une moindre intensit\u00e9 capitalistique et des \u00e9conomies d\u00e9fendables\u2014m\u00eame si cela ralentit la croissance du chiffre d'affaires.<\/p> \n

4. Aligner les incitations des dirigeants sur la qualit\u00e9 des marges, pas seulement sur la croissance. <\/strong>R\u00e9compensez la rentabilit\u00e9 durable, pas l'expansion du volume qui \u00e9rode les rendements \u00e0 long terme.<\/p> \n

Gregory Daco<\/em><\/strong><\/a> est l'\u00e9conomiste en chef d'EY-Parthenon.<\/em><\/strong><\/p> \n

Josh Putnam<\/em><\/strong><\/a> est le responsable mondial et Am\u00e9riques de la finance d'entreprise d'EY-Parthenon.<\/em><\/strong><\/p> \n \n

Cliquez ici pour acc\u00e9der \u00e0 <\/em><\/strong>l'analyse compl\u00e8te d'EY-Parthenon<\/em><\/strong><\/a> sur la r\u00e9silience des marges. <\/em><\/strong><\/p> \n

Les opinions exprim\u00e9es dans cet article sont celles des auteurs et ne refl\u00e8tent pas n\u00e9cessairement celles d'Ernst & Young LLP ou d'autres membres de l'organisation mondiale EY.<\/em><\/p>\n \n\n\t\t\t\t\t\t<\/div>\r\n\r\n
#Leaders #Engineer #Margin #Resilience","protected":false},"excerpt":{"rendered":"

Par Gregory Daco et Josh Putnam La volatilit\u00e9 \u00e9tait autrefois \u00e9pisodique. Aujourd'hui, elle est structurelle. Les chocs inflationnistes, la g\u00e9opolitique, la revalorisation des march\u00e9s financiers et l'\u00e9volution des cha\u00eenes d'approvisionnement n'arrivent plus comme des surprises : ils d\u00e9finissent l'environnement op\u00e9rationnel. Pourtant, alors que de nombreuses entreprises voient leurs marges s'\u00e9roder dans l'incertitude, un petit groupe parvient constamment \u00e0 prendre de l'avance. Leur avantage ne r\u00e9side pas dans le timing, la chance, [\u2026]<\/p>","protected":false},"author":1,"featured_media":8128,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[9],"tags":[],"class_list":["post-8127","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-management"],"acf":[],"yoast_head":"\nHow Leaders Engineer Margin Resilience - MORE SOURCING LTD<\/title>\n<meta name=\"description\" content=\"Sponsor content from EY\u2011Parthenon.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/moresourcing.com\/fr\/how-leaders-engineer-margin-resilience\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"How Leaders Engineer Margin Resilience\" \/>\n<meta property=\"og:description\" content=\"Sponsor content from EY\u2011Parthenon.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/moresourcing.com\/fr\/how-leaders-engineer-margin-resilience\/\" \/>\n<meta property=\"og:site_name\" content=\"MORE SOURCING LTD\" \/>\n<meta property=\"article:published_time\" content=\"2026-06-27T00:26:53+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/moresourcing.com\/wp-content\/uploads\/2026\/06\/EY-P_FY25-HBR-article-6_Margin-Resilience_Hero-image_1200x675.png\" \/>\n\t<meta property=\"og:image:width\" content=\"1\" \/>\n\t<meta property=\"og:image:height\" content=\"1\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/png\" \/>\n<meta name=\"author\" content=\"MS\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"\u00c9crit par\" \/>\n\t<meta name=\"twitter:data1\" content=\"MS\" \/>\n\t<meta name=\"twitter:label2\" content=\"Dur\u00e9e de lecture estim\u00e9e\" \/>\n\t<meta name=\"twitter:data2\" content=\"4 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\/\/moresourcing.com\/how-leaders-engineer-margin-resilience\/#article\",\"isPartOf\":{\"@id\":\"https:\/\/moresourcing.com\/how-leaders-engineer-margin-resilience\/\"},\"author\":{\"name\":\"MS\",\"@id\":\"https:\/\/moresourcing.com\/#\/schema\/person\/2c9a233f0ad18413717419291cacdf69\"},\"headline\":\"How Leaders Engineer Margin Resilience\",\"datePublished\":\"2026-06-27T00:26:53+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\/\/moresourcing.com\/how-leaders-engineer-margin-resilience\/\"},\"wordCount\":880,\"commentCount\":0,\"publisher\":{\"@id\":\"https:\/\/moresourcing.com\/#organization\"},\"image\":{\"@id\":\"https:\/\/moresourcing.com\/how-leaders-engineer-margin-resilience\/#primaryimage\"},\"thumbnailUrl\":\"https:\/\/moresourcing.com\/wp-content\/uploads\/2026\/06\/EY-P_FY25-HBR-article-6_Margin-Resilience_Hero-image_1200x675.png\",\"articleSection\":[\"Management\"],\"inLanguage\":\"fr-FR\",\"potentialAction\":[{\"@type\":\"CommentAction\",\"name\":\"Comment\",\"target\":[\"https:\/\/moresourcing.com\/how-leaders-engineer-margin-resilience\/#respond\"]}]},{\"@type\":\"WebPage\",\"@id\":\"https:\/\/moresourcing.com\/how-leaders-engineer-margin-resilience\/\",\"url\":\"https:\/\/moresourcing.com\/how-leaders-engineer-margin-resilience\/\",\"name\":\"How Leaders Engineer Margin Resilience - MORE SOURCING LTD\",\"isPartOf\":{\"@id\":\"https:\/\/moresourcing.com\/#website\"},\"primaryImageOfPage\":{\"@id\":\"https:\/\/moresourcing.com\/how-leaders-engineer-margin-resilience\/#primaryimage\"},\"image\":{\"@id\":\"https:\/\/moresourcing.com\/how-leaders-engineer-margin-resilience\/#primaryimage\"},\"thumbnailUrl\":\"https:\/\/moresourcing.com\/wp-content\/uploads\/2026\/06\/EY-P_FY25-HBR-article-6_Margin-Resilience_Hero-image_1200x675.png\",\"datePublished\":\"2026-06-27T00:26:53+00:00\",\"description\":\"Sponsor content from EY\u2011Parthenon.\",\"breadcrumb\":{\"@id\":\"https:\/\/moresourcing.com\/how-leaders-engineer-margin-resilience\/#breadcrumb\"},\"inLanguage\":\"fr-FR\",\"potentialAction\":[{\"@type\":\"ReadAction\",\"target\":[\"https:\/\/moresourcing.com\/how-leaders-engineer-margin-resilience\/\"]}]},{\"@type\":\"ImageObject\",\"inLanguage\":\"fr-FR\",\"@id\":\"https:\/\/moresourcing.com\/how-leaders-engineer-margin-resilience\/#primaryimage\",\"url\":\"https:\/\/moresourcing.com\/wp-content\/uploads\/2026\/06\/EY-P_FY25-HBR-article-6_Margin-Resilience_Hero-image_1200x675.png\",\"contentUrl\":\"https:\/\/moresourcing.com\/wp-content\/uploads\/2026\/06\/EY-P_FY25-HBR-article-6_Margin-Resilience_Hero-image_1200x675.png\"},{\"@type\":\"BreadcrumbList\",\"@id\":\"https:\/\/moresourcing.com\/how-leaders-engineer-margin-resilience\/#breadcrumb\",\"itemListElement\":[{\"@type\":\"ListItem\",\"position\":1,\"name\":\"Home\",\"item\":\"https:\/\/moresourcing.com\/\"},{\"@type\":\"ListItem\",\"position\":2,\"name\":\"How Leaders Engineer Margin Resilience\"}]},{\"@type\":\"WebSite\",\"@id\":\"https:\/\/moresourcing.com\/#website\",\"url\":\"https:\/\/moresourcing.com\/\",\"name\":\"MORE SOURCING LTD\",\"description\":\"Your Global Trade Experts\",\"publisher\":{\"@id\":\"https:\/\/moresourcing.com\/#organization\"},\"alternateName\":\"MORE SOURCING LTD\",\"potentialAction\":[{\"@type\":\"SearchAction\",\"target\":{\"@type\":\"EntryPoint\",\"urlTemplate\":\"https:\/\/moresourcing.com\/?s={search_term_string}\"},\"query-input\":{\"@type\":\"PropertyValueSpecification\",\"valueRequired\":true,\"valueName\":\"search_term_string\"}}],\"inLanguage\":\"fr-FR\"},{\"@type\":\"Organization\",\"@id\":\"https:\/\/moresourcing.com\/#organization\",\"name\":\"MORE SOURCING LTD\",\"url\":\"https:\/\/moresourcing.com\/\",\"logo\":{\"@type\":\"ImageObject\",\"inLanguage\":\"fr-FR\",\"@id\":\"https:\/\/moresourcing.com\/#\/schema\/logo\/image\/\",\"url\":\"https:\/\/moresourcing.com\/wp-content\/uploads\/2025\/07\/cropped-cropped-MS-logo-02-scaled-2.png\",\"contentUrl\":\"https:\/\/moresourcing.com\/wp-content\/uploads\/2025\/07\/cropped-cropped-MS-logo-02-scaled-2.png\",\"width\":2558,\"height\":1273,\"caption\":\"MORE SOURCING LTD\"},\"image\":{\"@id\":\"https:\/\/moresourcing.com\/#\/schema\/logo\/image\/\"},\"ownershipFundingInfo\":\"https:\/\/moresourcing.com\/about-us\/\",\"ethicsPolicy\":\"https:\/\/moresourcing.com\/service\/\"},{\"@type\":\"Person\",\"@id\":\"https:\/\/moresourcing.com\/#\/schema\/person\/2c9a233f0ad18413717419291cacdf69\",\"name\":\"MS\",\"image\":{\"@type\":\"ImageObject\",\"inLanguage\":\"fr-FR\",\"@id\":\"https:\/\/moresourcing.com\/#\/schema\/person\/image\/\",\"url\":\"https:\/\/secure.gravatar.com\/avatar\/fcff4c53e422761d0d6db624cdaf171933d38385c2c22c13ce39ea3918a9cd66?s=96&d=mm&r=g\",\"contentUrl\":\"https:\/\/secure.gravatar.com\/avatar\/fcff4c53e422761d0d6db624cdaf171933d38385c2c22c13ce39ea3918a9cd66?s=96&d=mm&r=g\",\"caption\":\"MS\"},\"sameAs\":[\"https:\/\/moresourcing.com\"],\"url\":\"https:\/\/moresourcing.com\/fr\/author\/moresourcing\/\"}]}<\/script>\n<!-- \/ Yoast SEO Premium plugin. -->","yoast_head_json":{"title":"Comment les dirigeants con\u00e7oivent la r\u00e9silience des marges - MORE SOURCING LTD","description":"Contenu sponsoris\u00e9 par EY\u2011Parthenon.","robots":{"index":"index","follow":"follow","max-snippet":"max-snippet:-1","max-image-preview":"max-image-preview:large","max-video-preview":"max-video-preview:-1"},"canonical":"https:\/\/moresourcing.com\/fr\/how-leaders-engineer-margin-resilience\/","og_locale":"fr_FR","og_type":"article","og_title":"How Leaders Engineer Margin Resilience","og_description":"Sponsor content from EY\u2011Parthenon.","og_url":"https:\/\/moresourcing.com\/fr\/how-leaders-engineer-margin-resilience\/","og_site_name":"MORE SOURCING LTD","article_published_time":"2026-06-27T00:26:53+00:00","og_image":[{"url":"https:\/\/moresourcing.com\/wp-content\/uploads\/2026\/06\/EY-P_FY25-HBR-article-6_Margin-Resilience_Hero-image_1200x675.png","width":1,"height":1,"type":"image\/png"}],"author":"MS","twitter_card":"summary_large_image","twitter_misc":{"\u00c9crit par":"MS","Dur\u00e9e de lecture estim\u00e9e":"4 minutes"},"schema":{"@context":"https:\/\/schema.org","@graph":[{"@type":"Article","@id":"https:\/\/moresourcing.com\/how-leaders-engineer-margin-resilience\/#article","isPartOf":{"@id":"https:\/\/moresourcing.com\/how-leaders-engineer-margin-resilience\/"},"author":{"name":"MS","@id":"https:\/\/moresourcing.com\/#\/schema\/person\/2c9a233f0ad18413717419291cacdf69"},"headline":"How Leaders Engineer Margin Resilience","datePublished":"2026-06-27T00:26:53+00:00","mainEntityOfPage":{"@id":"https:\/\/moresourcing.com\/how-leaders-engineer-margin-resilience\/"},"wordCount":880,"commentCount":0,"publisher":{"@id":"https:\/\/moresourcing.com\/#organization"},"image":{"@id":"https:\/\/moresourcing.com\/how-leaders-engineer-margin-resilience\/#primaryimage"},"thumbnailUrl":"https:\/\/moresourcing.com\/wp-content\/uploads\/2026\/06\/EY-P_FY25-HBR-article-6_Margin-Resilience_Hero-image_1200x675.png","articleSection":["Management"],"inLanguage":"fr-FR","potentialAction":[{"@type":"CommentAction","name":"Comment","target":["https:\/\/moresourcing.com\/how-leaders-engineer-margin-resilience\/#respond"]}]},{"@type":"WebPage","@id":"https:\/\/moresourcing.com\/how-leaders-engineer-margin-resilience\/","url":"https:\/\/moresourcing.com\/how-leaders-engineer-margin-resilience\/","name":"Comment les dirigeants con\u00e7oivent la r\u00e9silience des marges - MORE SOURCING LTD","isPartOf":{"@id":"https:\/\/moresourcing.com\/#website"},"primaryImageOfPage":{"@id":"https:\/\/moresourcing.com\/how-leaders-engineer-margin-resilience\/#primaryimage"},"image":{"@id":"https:\/\/moresourcing.com\/how-leaders-engineer-margin-resilience\/#primaryimage"},"thumbnailUrl":"https:\/\/moresourcing.com\/wp-content\/uploads\/2026\/06\/EY-P_FY25-HBR-article-6_Margin-Resilience_Hero-image_1200x675.png","datePublished":"2026-06-27T00:26:53+00:00","description":"Contenu sponsoris\u00e9 par EY\u2011Parthenon.","breadcrumb":{"@id":"https:\/\/moresourcing.com\/how-leaders-engineer-margin-resilience\/#breadcrumb"},"inLanguage":"fr-FR","potentialAction":[{"@type":"ReadAction","target":["https:\/\/moresourcing.com\/how-leaders-engineer-margin-resilience\/"]}]},{"@type":"ImageObject","inLanguage":"fr-FR","@id":"https:\/\/moresourcing.com\/how-leaders-engineer-margin-resilience\/#primaryimage","url":"https:\/\/moresourcing.com\/wp-content\/uploads\/2026\/06\/EY-P_FY25-HBR-article-6_Margin-Resilience_Hero-image_1200x675.png","contentUrl":"https:\/\/moresourcing.com\/wp-content\/uploads\/2026\/06\/EY-P_FY25-HBR-article-6_Margin-Resilience_Hero-image_1200x675.png"},{"@type":"BreadcrumbList","@id":"https:\/\/moresourcing.com\/how-leaders-engineer-margin-resilience\/#breadcrumb","itemListElement":[{"@type":"ListItem","position":1,"name":"Home","item":"https:\/\/moresourcing.com\/"},{"@type":"ListItem","position":2,"name":"How Leaders Engineer Margin Resilience"}]},{"@type":"WebSite","@id":"https:\/\/moresourcing.com\/#website","url":"https:\/\/moresourcing.com\/","name":"MORE SOURCING LTD","description":"Vos experts en commerce mondial","publisher":{"@id":"https:\/\/moresourcing.com\/#organization"},"alternateName":"MORE SOURCING LTD","potentialAction":[{"@type":"SearchAction","target":{"@type":"EntryPoint","urlTemplate":"https:\/\/moresourcing.com\/?s={search_term_string}"},"query-input":{"@type":"PropertyValueSpecification","valueRequired":true,"valueName":"search_term_string"}}],"inLanguage":"fr-FR"},{"@type":"Organization","@id":"https:\/\/moresourcing.com\/#organization","name":"MORE SOURCING LTD","url":"https:\/\/moresourcing.com\/","logo":{"@type":"ImageObject","inLanguage":"fr-FR","@id":"https:\/\/moresourcing.com\/#\/schema\/logo\/image\/","url":"https:\/\/moresourcing.com\/wp-content\/uploads\/2025\/07\/cropped-cropped-MS-logo-02-scaled-2.png","contentUrl":"https:\/\/moresourcing.com\/wp-content\/uploads\/2025\/07\/cropped-cropped-MS-logo-02-scaled-2.png","width":2558,"height":1273,"caption":"MORE SOURCING LTD"},"image":{"@id":"https:\/\/moresourcing.com\/#\/schema\/logo\/image\/"},"ownershipFundingInfo":"https:\/\/moresourcing.com\/about-us\/","ethicsPolicy":"https:\/\/moresourcing.com\/service\/"},{"@type":"Person","@id":"https:\/\/moresourcing.com\/#\/schema\/person\/2c9a233f0ad18413717419291cacdf69","name":"MS","image":{"@type":"ImageObject","inLanguage":"fr-FR","@id":"https:\/\/moresourcing.com\/#\/schema\/person\/image\/","url":"https:\/\/secure.gravatar.com\/avatar\/fcff4c53e422761d0d6db624cdaf171933d38385c2c22c13ce39ea3918a9cd66?s=96&d=mm&r=g","contentUrl":"https:\/\/secure.gravatar.com\/avatar\/fcff4c53e422761d0d6db624cdaf171933d38385c2c22c13ce39ea3918a9cd66?s=96&d=mm&r=g","caption":"MS"},"sameAs":["https:\/\/moresourcing.com"],"url":"https:\/\/moresourcing.com\/fr\/author\/moresourcing\/"}]}},"_links":{"self":[{"href":"https:\/\/moresourcing.com\/fr\/wp-json\/wp\/v2\/posts\/8127","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/moresourcing.com\/fr\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/moresourcing.com\/fr\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/moresourcing.com\/fr\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/moresourcing.com\/fr\/wp-json\/wp\/v2\/comments?post=8127"}],"version-history":[{"count":0,"href":"https:\/\/moresourcing.com\/fr\/wp-json\/wp\/v2\/posts\/8127\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/moresourcing.com\/fr\/wp-json\/wp\/v2\/media\/8128"}],"wp:attachment":[{"href":"https:\/\/moresourcing.com\/fr\/wp-json\/wp\/v2\/media?parent=8127"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/moresourcing.com\/fr\/wp-json\/wp\/v2\/categories?post=8127"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/moresourcing.com\/fr\/wp-json\/wp\/v2\/tags?post=8127"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}