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Patagonia, Inc. is widely recognized as a leading brand in sustainable supply chain management in the garment industry, an industry known for its sustainability shortcomings. This study examines Patagonia's supply chain practices through a social‐symbolic work lens. It describes the intentional material work related to Patagonia's inputs, throughputs, and outputs, and also its complementary relational and discursive work. We argue that Patagonia's relational and discursive work are crucial to understanding how Patagonia (a) pursues sustainable supply chain practices, (b) influences its stakeholders to support sustainability, and (c) has positive spillover effects beyond its primary stakeholders. Incorporating a social‐symbolic work lens draws attention to important theoretical and managerial insights—in particular, the need for a holistic rather than reductionist approach and the merit in creating self‐reinforcing positive feedback loops—which are prone to be overlooked in conventional studies of sustainable supply chain management. [ABSTRACT FROM AUTHOR]