These trade-offs result from possible goal conflicts between the logistics department and other business functions. Due to market conditions, the marketing and sales departments may demand comprehensive 24/7-availability of a broad and deep product range, often without considering the associated inventory costs and the cost effects of an extensive product range. Thus, marketing goals may (initially) play a counterpart to a desired logistical efficiency. Suitable cost and benefit calculations as well as controlling instruments therefore need to make goal conflicts transparent internally (see Chapter. 10). Examples of cross-company solutions are Vendor Managed Inventory (VMI), Collaborative Planning Forecasting Replenishment (CPFR) etc. (see Sect. 7.5).