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This research investigates the strategic management of pharmaceutical supply chains in South Africa, 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.