In recent years, scholars have called for a change in the way we conceive supply chains, moving from transactional activities to networks of social and economic relationships. A relational perspective reinterprets the supply chain as an integrated network of companies and individuals interacting with each other, rather than a series of disconnected transactions. Relational sociology provides the theoretical basis for this shift as it considers interactions the fundamental element of the social world. From this perspective, organizational phenomena, including supply chains, are understood as emergent effects of complex networks. Early work on social network theory and economic sociology have supported the idea that economic actions are “embedded” in social networks, rejecting the atomistic view of firms. Therefore, relational sociology should guide how we study organizations and their interconnections. It encourages researchers to analyze how the structure and quality of relationships influence specific outcomes. Within such relational paradigm, several questions may arise: How do trust and shared norms evolve between actors? What social processes lead to the co-creation of value? How do companies collectively interpret uncertainty? These inquiries require theories that focus on interaction and networks, rather than solely on individual company strategies. Rethinking supply chains in relational terms transforms the unit of analysis from a sequence of independent transactions to a social field of interdependent actors. The following chapter explore this idea by examining the intellectual roots of relational sociology and Donati’s contributions, then by linking it to the “relational view” in strategic management, and finally by identifying the gaps that currently exist.