Supply chain managers are increasingly expected to navigate competing demands—such as efficiency versus sustainability, short-term cost pressures versus long-term innovation, and internal alignment versus external stakeholder expectations. Drawing on paradox theory, this study explores how managers cognitively and behaviorally respond to these tensions and how such responses influence sustainable supply chain practices. Specifically, I propose and empirically test a model in which experienced tensions affect sustainable supply chain practices, mediated and/or moderated by two key enablers: a paradox mindset and AI adoption. Using PLS-SEM and a survey of supply chain professionals, the study examines the behavioral microfoundations of sustainability in supply chain decision-making. The findings contribute to the operations and supply chain literature by (1) applying paradox theory at the individual level, (2) reframing AI as a behavioral and cognitive support tool, and (3) demonstrating how human cognition and digital technologies jointly enable sustainability-oriented decisions in complex environments. The results offer practical implications for organizations aiming to build more resilient and sustainable supply chains through both human and technological capabilities.