In much of te current literature on supply chain management, supply networks are recognized as a system. In this paper we take this observation to the next level by aruguing the need to recognize supply networks as a complex adaptive systwm (CAS). We propose that many supply networks emerge rather than result from purposeful design by a singular entity. Most supply chain managemnt literature emphasizes negative feedback for purposes of control; however, the emergent patterns in a supply network can much better be managed through positive feedback, which allows for autonomous action. Imposing too much control detracts from innovation and flexibility; conversely, allowing too much emergence can undermine managerial predictability and work rountines. Therefore, when managing supply networks, managers must appropriately balance how much to control and how much to let emerge.