With the wide spread use of Internet and advance technologies, electronic financial services, whether delivered online or through other remote mechanisms, spread quickly in recent years. The technological changes accelerate financial sector development by lowering the costs, increasing the usage, improving the quality and widening the access to e-financial services. It can substantially improve efficiency and decrease the costs of internal business functions such as expense reporting, contract labor management and billing procedures. Nevertheless, as studied by International Bank, the adoption of electronic finance for organizations in Hong Kong and China is still low comparing with industrial countries. China is famous as a worldwide manufacturer and Hong Kong as an international financial centre. There are thousands of supply chain organizations in these two regions; the lacking of electronic finance capability of these supply chain organizations could face risks, which include payment default, unstable currency exchange and high raw material costs. However, misconceptions of electronic finance are frequently present in the business strategies in the earlier stages. These misconceptions include cost reduction potential, ease of implementation, revolutionary impact and disinter mediation. In view of the low adoption rate and misconceptions of implementation, this study is to research factors influencing the adoption of electronic finance by the supply chain organizations. The theories used for this study are Critical Success Factors and the Double Helix Management theories. By studying these theories, it will build a foundation for analyzing and strengthening the implementation of electronic finance as according to researcher Lee's study that the success of IT project implementation requires both from analytical (technical) and process (management) approach. And the approach should be integrated together instead of just individual approach. A survey on the Critical Success Factors was done on this study; the surveyed entities included the executives of Hong Kong Science Technology Parks Corporation, Bausch & Lomb Hong Kong Limited, CapitalLogic Limited and DBA classmates who have many years of business experience. The results showed that critical success is heavily depended on a company's management soundness and effectiveness, such as a CEO's quality factor. And it is also combined with a company's policies, technical abilities and competition edges. The methodology used for this study is survey and case study. The research design for this study adopted is a mixed model study. It is the combined positivist paradigm and constructivist paradigm that involves the qualitative and quantitative approaches within different phases of the research process. The reason for adopting this mixed model study is because the final model of the developed theory, in the future, will be implemented as information systems that will be used by organizations. It is intended that this information system will be the support and proof of the portability of the theory. At the mixed model of this study includes both survey and case. First a survey was designed to determine the critical success factors for project implementation by organizations; and the survey results will help to determine the factors that are most important to encourage supply chain organizations to participate and implement efinance successfully. The adoption of e-finance by supply chain organizations is a contemporary event that the researcher has no control over. Using Yin's criteria, case study is appropriate to identify the actual finding for this research. To find out how organizations are participating in electronic finance, there are three cases selected for this study. The SMEloan was a Hong Kong company which had involved large sector of supply chain SME companies. The SMEloan's approval format was recognized by Hong Kong financial institutions. The second company is Citigroup which is a worldwide financial service institution that provides payment management solutions to corporations. The third one is a global medical product manufacturing company GlaxoSmithKline (GSK) China Investment Ltd. To follow the Research Framework, a research hypothesis is taken from the study of Xiong (2009) and Hakman (2006) and then compare with the findings in selected cases of SMEloan HK Ltd., Citigroup and a Medical Product Manufacturing company GlaxoSmithKline (GSK) China Investment Ltd. Both research hypotheses and selected cases for success factors are analysed and summarized in tables for building success factor model.