Local distributors play an important role for business expansion, since a close business relationship between local distributors and suppliers can effectively enhance the competitive advantage. Selecting the right type of suppliers for cooperation as well as a frequent sharing of information in order to maximize benefits have become significant factors of consideration for selecting distributors. Therefore, strategic information sharing in both parties is becoming increasingly important. However, there is a limited understanding about how different types of suppliers can affect both the patterns of information sharing and process of strategy making. The study adopted a qualitative research approach by interviewing 13 Food & Beverage suppliers and 1 local major distributor in the fast moving consumer goods \(FMCG\) sector. In the FMCG industry in Macau, I examined the patterns of information sharing behavior among different supplier stratifications and investigated the effects on their strategy making during information exchange process in both parties. The findings can provide some guidelines to the distributors for enhancing their bargaining power vis-à-vis their suppliers. In the study, the suppliers were classified into four groups, namely strategic partners, distributor controlled, vendor controlled and out of control groups. Each supplier group undertakes a different role affecting the interface, groundwork, transfer and follow-up stages during their strategy making processes while interacting with local distributor. Under different supplier stratifications, the level and content of information sharing by distributor will be different in these three stages of strategy making process. The finding result discovered that the different types of suppliers and distributor 4 were involved in different levels throughout the sales and marketing strategy making \(MSM\) process, mainly because of their distributor executed on sales and marketing strategy requirement were also different. Meanwhile, distributor also provided completely different support. However, the content of information requirement for all types of suppliers was similar. External information was most demanding to them, while sales figures and internal information would less important during MSM process. However, the frequency, usage and willingness to share and exchange information toward different types of suppliers were different. This study can provide guidelines for distributor to increase its bargaining power when they choose suppliers, develop brands and invest in recourses and information sharing.