Abstract The main objective of this study was to provide insight into how an organisation’s decision to go green infuences its performance in the logistics sector. This study advances a complex model by introducing time-based competition as a mediating variable between green logistics and organisational performance. The study considered a sample of 190 managers from logistics companies; thereafter, questionnaires were distributed. Data collected were analysed by employing the partial least square method of structural equation modelling. An analysis of the data indicates there are signifcant positive relationships between green logistics, organisational performance and time-based competition as well as between time-based competition and organisational performance. In addition, the intermediary role of time-based competition in the relationship is supported; thus, all hypotheses in this study were supported. These fndings provide relevant information to managers and academicians in understanding the concept of green in the logistics sector, especially in this ever-changing and growing business environment. Keywords: Green Logistics, Time-Based Competition, and Organisational Performance Green Logistics and Organisational Performance: Exploring Time-Based Competition as a Missing Link Charles Baah Dalian Maritime University, China. Email: charlieba3@gmail.com Introduction Over the years, concerns on the environmental damages, associated with accelerated industrial activities, have gained an international audience (Cetindamar, 2001). These increasing concerns have set in motion environmental regulations, which organisations are expected to undertake as socially responsible business practices. As a mechanism to address logistics activities centred on environmental awareness, there has been a research stream, green logistics management, which seeks to capture commitment. When undertaking environment initiatives (Cheng et al., 2008; Robinson and Wilcox, 2008). Green logistics management is meant to enhance frms’ environmental performance through cross-organisational support with business stakeholders and improve effciency through cost-saving activities and farsighted risk management strategies (Hervani et al., 2005; Zhu and Sarkis, 2007). Reasons for this importance include global warming, government regulations, changing consumer and supplier demands, and the development of international certifcation standards (Hervani et al., 2005). Some research scholars and several literature reviews have characterised the current interest in environmental issues as ‘small but expanding’ (Rao and Holt, 2005; Zhu and Sarkis, 2007). Now, the critical question being asked by practitioners is if logistics activities infuence environmental issues and mostly how to reduce negative environmental impacts (McKinnon, 2010). This emphasis is signifcant since it is common now to have merchandise to be manufactured on one side of the globe and distributed at its other side in just a few days because of very sophisticated and complex systems put in place to move goods from one point to another (Hummels, 2007; Dubey et al., 2015). According to Murphy and Poist (2000), literature connotes that logisticians are best able to infuence and manage environmental issues dealing with pollution (e.g., air, noise), the conservation of resources (e.g., energy conservation) and congestion. Environmental issues affect all aspects of logistic activities throughout the supply chain such as location, sourcing of raw materials, modal selection and transport planning, among others (Wu et al., 2012). Many logisticians in the academic setting and beyond seem to be concerned either about discovering ways to achieve environmentally sustainable logistics strategies or identifying and defning practices considered as most cost-effective for being proactive to environmental issues in logistics. Therefore, decisions regarding logistics at strategic, tactical and operational echelons of management will portend the environmental impact (Dubey et al., 2017). Businesses and logistic frms, Journal of Supply Chain Management Systems 8 (3) 2019, 25-36 http://publishingindia.com/jscms/