The motivation for manufacturing companies to engage in environmental sustainability efforts is intensifying with the wide recognition of climate crisis, re-enforced by regulatory requirements and political consumers. Yet emissions increase and global waste levels continue to grow, and with them the need to re-use or re-cycle, combust or deposit waste. Employing a paradox methodology, this multi-case study investigates how supply chain strategies can contribute to the development of more sustainable manufacturing and supply chain systems. We explore in a multi-case study, how sustainability has been part of the strategic agenda in supply chain transformation programs, and how trade-offs, win-wins or synergies are perceived by key decision-makers. The research suggests multiple approaches to relieve inherent tensions and contradictions in sustainable supply chain management. The paper proposes implications for strategy-makers and identifies directions for further research in manufacturing and supply chain strategy formulation processes, where sustainability is part of the equation. It is proposed that supply chain managers can achieve sustainability in a win-win approach by directing their attention to transparency and agility in pursuit of efficiency and sufficiency and deploy a two-sided symbolic-rational approach to strategy formation.