供應調適通常先由行銷人員了解客戶需求後，協調各部門以配合之；故若從過程面來考慮，供應商的調適現象並非單一面向。然而，過去的研究主要以結構面來區分供應商調適的內容，未以理論描述調適的過程。本研究引用價值鏈模式與開放系統理論之觀念，提出供應商調適之構面區分與構面間關係之假設，以說明供應商透過調適為客戶創造價值的過程。本研究以問卷蒐集台灣高科技供應商提供資料，探索性因素分析分析問卷預試之資料呈現四個構面之因素結構，驗證性因素分析法分析176個有效資料也大致配適四構面之架構，而迴歸分析亦支持本研究提出之構面相關之假設。研究發現：一、供應商調適可區分為產銷調適、物流調適、支援活動調適與投入資源等四個構面。二、產銷調適影響物流調適，透過物流調適又影響支援活動調適及投入資源。

Suppling adaptation starts at marketing staff investigating clients’ needs, then the marketing staff coordinates the related departments. Considering the process, the supplier adaptation is not a unidimensional phenomenon. Prior research categorized supplier adaptation by structure and did not theoretically explain the adapting process. Based on the concepts of value-chain model and open system theory, this research proposes hypotheses of dimensional differentiation of supplier adaptation and of relationships between those dimensions to explain the process of creating value for clients through adapting. The researcher collected data from suppliers in Taiwan High-Tech Sectors. Accordingly, Exploratory Factor Analysis (EFA) on the pilot test displayed four dimensions of factor structures. The researcher then employed the Confirmatory Factor Analysis (CFA) on 176 samples supported the four-dimensional structure. In addition, Regression Analysis of these samples supported the proposed relationship between the four dimensions as well. This research had two major findings: First, supplier adaptation can be divided into (1)the production-marketing adaptation, (2)the logistical adaptation, (3)the activity-supporting adaptation, and (4)the invested resources. Second, the production-marketing adaptation influenced the logistical adaptation that also influenced the activity-supporting adaptation and the invested resources.