¶ … boss said don't get crazy when he had ask me to do a particular job. How do i twist this to an answer for an interview and to what questions this would apply?

Depends on the context. If he was meaning that you get crazy in a good way -- like you overachieve -- you can twist it like this: I always max out when I do a job. It's funny -- my boss would sometimes worry that I was doing too much. He say in a joking manner, "Okay, don't get crazy with this!" But we had an understanding -- he appreciated the attention to detail.

So if the interviewer asks you what kind of worker you are or what words/qualities best describe you, you can answer: I have a great attention to detail, I really focus on my work when I'm doing my job, and I see things through to completion. I'm a very start-to-finish kind of person. If I start something I want to see that it gets finished correctly and on time -- and if I have to pass it off I want to be able to trust that it's going to capable hands.

2. i have stepped in when principle buyers were out - training and answers to inherent supervisor for counsel, because my original supervisor had died. i'm not a principle buyer i'm considered a procurement analsyt 3.

how do i twist this to an answer for an interview and to what questions this would apply?

My official acting capacity was a procurement analyst 3 -- however, because my original supervisor died, I was placed in a supervisory role on x-number of occasions. I have also filled in when principal buyers were out -- so in many ways I have worked beyond my official level -- which is good because I gained a lot of experience about how to supervise, buy and give counsel. In fact, here's a story: just yesterday a supplier had questioned my request for a dollar increase on a blanket order. He responded by saying we had not reached our ceiling yet because of a stipulation in our contract agreement that allowed for up to 50% in excess of the contract. He was right and I was wrong -- but I learned a lesson and immediately saw my mistake and thanked him. So in lieu of having a supervisor, I've had to learn and set rules for myself -- and that's one: double-checking contracts and communicating with suppliers to make sure everyone is on the same page. And of course the most important thing to do is to own up to mistakes as soon as you realize one has been made. Mistakes happen -- the best thing you can do about it is face them and stop it from eating up resources or wasting other people's time. A mistake that is let to go on because of poor oversight can really come back to haunt you later on -- and that...

Blind bidder
I have also helped handicapped individuals do their bids. For instance, there was a blind buyer who was doing a public bid for elevator parts. I furnished her with exactly what she needed -- and I was able to do so by going back in the records and seeing how previous contracts had been settled and which currently accessible parts matched the originals.

This answer might be good for a question about skills: you could say some of the skills I have acquired are locating records, keeping records, communicating records with clients, and keeping clients happy. Happy customers translate to return customers -- so when your business depends upon people being happy with the service you provide, you really want to do everything you can within reason to ensure that they are happy.

Happy supervisors are also good to have -- and you can ensure that bosses are happy by getting them the information they require in a prompt and adequate manner. So, for example, a supervisor might say to me: "Operations may start ordering large quantities of interior doors. In case they replace associated hardware, such as latch sets, hinges, etc., do we have active blanket orders (and $ coverage) for these items and anything else I might have missed?" I check the records and respond with the data associated with each associated part -- hinges -- who won the bid, what amount was paid -- locks, the same -- viewers -- currently an open bid, etc. So I'm helpful because I bring up the needed info, distill it or pull out the relevant data, and send it. And, of course, the most important thing is to make sure that the data is accurate -- so I always triple check figures. I check it once, I check it twice, I check it three times -- and then I send it. It might seem tedious -- but when you do catch a mistake before it gets sent out, you realize how much work you've actually saved yourself and everyone else just by being careful.

This answer might be useful to a question about how you would describe yourself as a worker.

4. As for the story about the supervisor who humiliated you....

This story you should not tell so explicitly because it makes you sound vulnerable. Instead, when the question is asked: Describe a time in which something difficult arose for you at work that you didn't know how to handle? -- or a time when someone was being very difficult towards you? How do you handle…