Rahzi’s dilemma: Decision-making at Samudera Pharma Corporation (C)

• Main Authors: CHUA, Roy Y. J., JOSHI, Havovi
• Format: text
• Language: English
• Published: Institutional Knowledge at Singapore Management University 2017
• Subjects: Ethics; decision-making; Business; Strategic Management Policy
• Online Access: https://ink.library.smu.edu.sg/cases_coll_all/196; https://cmp.smu.edu.sg/case/2731
• Institution: Singapore Management University

This is a three-part case. Case A introduces Rahzi Putera, a product manager at Samudera Pharma Corporation (SPC), one of Indonesia’s largest manufacturer and distributor of generic pharmaceuticals. SPC had earlier that year entered into an agreement with Braxton Biotech Corporation (Braxton) in India, to distribute Epogex, a drug used for the treatment of anaemia. The regulators at the Ministry of Health gave a conditional registration that Epogex could be sold in the country, but only to the private sector, until SPC conducted a clinical study to monitor the safety and adequacy of the drug. Rahzi was tasked to manage the clinical study. When the Epogex shipment arrived, temperature readings showed that it had been frozen. Epogex’s product leaflet very clearly stated that the product should be discarded if frozen. However, when Rahzi recommended throwing away the supply, he faced great resistance from both his colleagues and superiors at SPC, and Braxton. Braxton provided data from a quality assurance study it had conducted in 2012, which concluded that the product remained stable despite the temperature excursions. Rahzi now had to make a decision whether to commercially sell the once-frozen shipment of Epogex, which would not be used in the clinical study. Case B sees Rahzi sending an email to all the key decision makers at SPC, stating his concerns about selling the frozen shipment stock to the public, and strongly recommending that it be destroyed. However, he is once again pressured to approve the frozen batch of Epogex for commercial sale. In Case C, Rahzi speaks to his boss, Alia Iman, again to support him in destroying the stock. Alia agrees and convinces her boss, Bobby Suharto, to do so. Unhappy about how the incident was managed, Rahzi quits SPC shortly thereafter. Through this case, the participants will have an opportunity to understand the root causes of value-based conflicts at the workplace, and learn different perspectives and approaches to expressing one’s values during organisational decision-making. They would also learn key processes and tactics which can guide decision-making that implicates values conflicts and ethics.