Domestic marketing is in vigorous development these years. On the one hand is to be in accordance with the fast changing of the market due to the goods flow concerns the survival development very much; on the other hand, because of the impact of joining the WTO and the challenge of globalization, enterprises are in the tight corner that even they don¡¦t go out, there are rivals attack actively. The empires feel the pressure, and of course, so do those small and medium-sized enterprises. Under this kind of circumstance, most of the enterprises develop the logistics and the information flow as the main consideration, but as the finance flow, is only for accounting. Though the academic world has re- searches on marketing, most of them are about the logistics and the infor- mation flow. As the part of combining the reformation of finance flow, per- haps one certain company gets some advantages from it, but to the industry or enterprise connecting with supply chain as the main body, there is no complete integrated discussion about upstream and downriver and let alone the research regarding the integrated profit. This research takes the leading domestic food industry, Uni-President, as the object. The whole supply chain takes the Uni-President as the core and extends to the upstream supplying system, downriver retailing system and the end of logistics to discuss the alternation of finance flow¡¦s procedures and the benefits from the application. Through the case description and analysis, the customers (the sales companies and distributors), the collaborative banks, all Uni-President¡¦s manufactories and the suppliers (manufactures) start out for the potential need to the finance flow. It reveals the fact that how the group coordinates, discovers and plans to find out the essential reformation and core value to the finance flow step by step and by way of continuous communi- cation and persuasion to push the reformation which joins the banking group, suppliers and customers to the finance flow. To this entire supply chain, it encourages the fund¡¦s turnover, upgrades the business credit, widens the financial accommodation, reduces the risks of operation, and accelerates the operation profits in the chain. Those mentioned above provide an invisible and powerful competitive advantage and a closer strategic cooperative value between upstream and downriver for all the strategic partners in this supply chain to create a marvelous and a win-win situation. Hoping this research could help the industries/private enterprises who are willing to be devoted on this and be as an important reference while they plan the reformation of the finance flow to the supply chain.