Corporate sustainability is about addressing and managing business decisions with regard to economic, social, and environmental dimensions in a balanced and integrated manner (Elkington, 1998). Supply chains (SC) are integral to almost all commercial activities nowadays and often involve global interactions as well as unknown and potentially adverse impacts. Hence, SCs need to be at the very core of sustainability developments (Kleindorfer, Singhal, & Van Wassenhove, 2005). External forces such as competitors, regulations, globalization effects, as well as stakeholder and customer demands pressure SCs to integrate sustainability principles into their strategy and daily operations (Carter & Rogers, 2008; Jayaraman, Klassen, & Linton, 2007; McIntyre, 2007; Seuring & Müller, 2008b). Sustainable supply chain management (SSCM) has emerged as a field of research and practice to address related challenges. Decision makers in SCs are increasingly required to initialize operational shifts and strategic re-orientations or even undertake complete SC re-designs (Sarkis, 1998). However, sustainability remains difficult to operationalize as SCs involve various parties with different business requirements, cultures and opinions. This study makes a contribution in this context and provides theoretical as well as procedural decision support for SSCM. This paper firstly outlines the motivation for this research along with specific objectives. A review of the literature provides an introduction to SSCM and summarizes approaches for business transformation and maturity development. Based on this background, the focus then turns to an exploratory Delphi study, leveraging the insights of domain experts in order to design, evaluate, and validate decision models in SSCM. Discussion and concluding comments show how the findings can be utilized as a resource for academic research and SC practice.