Abstract
with a focus on responses to disruptions resulting from the COVID-19 pandemic. The study explores
how supply chain professionals navigated unprecedented challenges and implemented resilience
strategies during this crisis. A qualitative, exploratory phenomenological approach was employed
using semi-structured interviews with 25 pharmaceutical supply chain professionals selected through
purposive sampling. Participants represented diverse segments of the pharmaceutical supply chain,
including manufacturers, distributors, wholesalers, and retailers. Data were analysed using thematic
analysis with Atlas.ti software to identify patterns and relationships within participant experiences.
Four major themes emerged from the analysis: (1) disruptions in supply chains due to COVID-19,
characterised by panic buying, logistical challenges, and inconsistent supply; (2) impact on strategic
decision-making and operational performance, including implementation of skeleton staffing and
increased operational costs; (3) resilience and responsiveness strategies, focusing on supplier
relationships, enhanced demand forecasting, and increased local production; and (4) lessons learned
and future preparedness, emphasising disaster management frameworks and technological
advancements. The study highlights the importance of developing balanced strategic approaches that
address immediate disruptions and long-term resilience in pharmaceutical supply chains. Key findings
reveal that effective strategic management during crises requires simultaneous attention to operational
adjustments (skeleton staffing, remote work) and strategic initiatives (local production, technological
investment). These insights contribute to understanding how pharmaceutical supply chains in
developing economies can enhance resilience against future disruptions through strategic management
practices that balance reactive and proactive approaches