Amazon status: access issues and outage reports

Problems in the last 24 hours

The graph below depicts the number of Amazon reports received over the last 24 hours by time of day. When the number of reports exceeds the baseline, represented by the red line, an outage is determined.

Most Reported Problems

The following are the most recent problems reported by Amazon users through our website.

• Website Down (44%)
• Errors (34%)
• Sign in (22%)

Live Outage Map

The most recent Amazon outage reports came from the following cities:

City	Problem Type	Report Time
Brigham City	Errors	5 hours ago
Paris	Website Down	8 hours ago
Laurel	Errors	8 hours ago
Rennes	Errors	10 hours ago
Hudsonville	Website Down	13 hours ago
Quarteira	Website Down	13 hours ago

Full Outage Map

Community Discussion

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Amazon Issues Reports

Latest outage, problems and issue reports in social media:

• 
  Raye (@rayemarkets) reported 3 minutes ago

  Every time Damodaran uploads a video, I always watch it because he usually takes a concept that sounds simple on the surface and then breaks down the incentives and economics underneath it, and this discussion on scaling versus profitability is a good example. The common startup narrative is that companies should grow as quickly as possible, capture market share, and worry about profits later, but Damodaran's argument is that this approach only works when the structure of the business actually supports it. A large addressable market and fast revenue growth can tell us how big a company might become, but they tell us very little about how valuable that company will eventually be unless growth can translate into better unit economics, operating leverage, pricing power, and returns on invested capital. A company can therefore become much larger without becoming economically stronger, and in some cases scaling simply multiplies the weaknesses that were already embedded in the original business model. This is why the distinction between scalability and business quality is so important. Software businesses can often add customers at very low marginal cost, meaning revenue can grow much faster than the underlying cost base, while businesses involving manufacturing, logistics, physical infrastructure, or expensive customer acquisition may require significant incremental spending for every additional dollar of revenue. Even within technology, being asset-light does not automatically solve the problem because customer acquisition costs, incentives, cloud infrastructure, research spending, and competition can effectively become variable costs that rise alongside growth. Scale only creates meaningful operating leverage when the incremental economics improve as the company gets larger, and if costs continue rising roughly in line with revenue, the company may eventually discover that what looked like a temporary profitability problem was actually structural. Amazon is therefore an important example, but also a dangerous template for other startups to copy. Amazon could tolerate years of weak accounting profitability because its scale was gradually building infrastructure, distribution density, customer relationships, marketplace liquidity, and purchasing power that improved the economics of the business over time, so the losses were connected to assets and competitive advantages that eventually supported much greater profitability. The mistake is assuming that every company reporting losses while growing quickly is following the same path, because some businesses are simply using investor capital to subsidize prices, acquire customers, or enter markets without creating corresponding economic advantages. Both companies can initially show the same headline numbers of rapid revenue growth and negative earnings, but one may be accumulating future operating leverage while the other is accumulating obligations that require continuous external capital. Damodaran's "Field of Dreams" can become a "Field of Nightmares" precisely when investors assume profitability will automatically appear once sufficient scale has been reached. The venture capital structure makes this problem more interesting because the incentives of the investor and the economics of the underlying company are not necessarily aligned. Venture portfolios depend heavily on a relatively small number of very large winners, which means a venture capitalist may rationally prefer a founder to pursue a much larger and riskier outcome rather than build a smaller company producing steady profits. A company that could become a profitable business worth a few hundred million dollars may be economically attractive to its founder, employees, and customers, but it might barely move the returns of a multibillion-dollar venture fund, while turning that same company into a speculative attempt at a ten-billion-dollar outcome provides much more upside to the fund. Scaling therefore becomes partly a consequence of portfolio mathematics rather than purely a consequence of what is optimal for the company itself, which helps explain why startups are frequently encouraged to expand geographically, add products, increase hiring, and raise increasingly large funding rounds even before the economics of the original business have been fully proven. Damodaran's point about pricing versus valuation extends this incentive further. Private markets frequently anchor financing rounds around comparable transactions, revenue multiples, user growth, subscribers, or projected future revenue rather than the present value of sustainable future cash flows, so scale itself becomes an input into the next financing round. Once that happens, raising capital can create a self-reinforcing cycle where capital funds growth, growth supports a higher private-market price, the higher price enables another larger funding round, and that new capital funds even more growth. During favorable capital-market conditions this cycle can continue for years, making it difficult to distinguish between a genuinely improving business and a company whose growth is partly being manufactured by increasingly abundant financing. The real test only arrives when the marginal investor becomes less willing to finance losses and the company has to demonstrate that customers, margins, and cash generation can support the business without constant capital injections. The expansion of private capital has allowed this process to continue much further than it could several decades ago. Companies historically reached public markets relatively early because public equity was one of the few ways to obtain the capital required for large-scale expansion, whereas mutual funds, sovereign wealth funds, private equity firms, crossover investors, and very large venture funds can now provide billions of dollars while companies remain private. Damodaran describes this as the creation of a gray market between traditional venture capital and public equity, and one consequence is that startups can reach enormous revenue bases and valuations before facing the level of disclosure, governance scrutiny, and profitability expectations traditionally associated with public companies. His data also show how much this has changed the profile of companies reaching the public market, with companies generally arriving larger in revenue terms but substantially less likely to be profitable than companies going public several decades ago. There is also a governance dimension that becomes increasingly important as companies scale privately. A founder managing a small startup and a founder controlling an organization worth tens or hundreds of billions of dollars are effectively running very different institutions, yet rapid private-market scaling can allow the governance structure of the first company to survive into the second. Founder control, dual-class shares, fragmented investor bases, and competition among venture investors can weaken the normal mechanisms that challenge management decisions, while large valuations can reinforce the belief that the founder's strategy has already been validated. The danger is that valuation growth can substitute for operational accountability during the scaling phase, and by the time profitability, capital allocation, organizational complexity, or governance problems become visible, the company may already employ thousands of people and control significant amounts of capital. Another part of Damodaran's argument that I find important is that staying small should not automatically be interpreted as failure. Some businesses naturally have better economics when they remain concentrated around a specific customer base, product category, geography, or brand position, because expanding beyond that niche can weaken pricing power or require disproportionately higher capital and marketing spending. Ferrari is an obvious example of a company whose economics partly depend on scarcity, but the principle applies much more widely: maximizing revenue is not necessarily the same thing as maximizing enterprise value. A business generating high returns on capital within a limited market can be economically superior to a much larger competitor producing weak returns after enormous capital investment, which means the correct objective should ultimately be value creation rather than size itself. Personally, this is where I agree strongly with Damodaran, because I do not see profitability and growth as opposite objectives in the first place. A company should absolutely sacrifice near-term profits when it has opportunities to reinvest capital at attractive returns, especially when that spending strengthens distribution, technology, network effects, customer retention, infrastructure, or another durable competitive advantage, but there needs to be a credible economic mechanism connecting today's spending with tomorrow's cash generation. I care much less about whether a rapidly growing company currently reports a profit than about what happens to the economics of the next dollar of revenue, because improving contribution margins, lower acquisition costs, stronger retention, greater pricing power, and falling capital requirements provide evidence that scale is actually making the business better. This also makes the discussion extremely relevant to the current artificial intelligence cycle. Artificial intelligence companies are being pushed to scale models, computing infrastructure, data centers, users, enterprise distribution, and revenue extraordinarily quickly, while the capital required to support that expansion is also becoming enormous. Some of that spending could eventually create exceptional businesses if inference economics improve, utilization rises, customers become deeply embedded in the products, and artificial intelligence generates enough willingness to pay to produce strong margins, but scale alone cannot prove that outcome. If computing costs and capital requirements continue rising alongside usage, then very fast revenue growth could coexist with mediocre returns on capital, particularly when companies must continuously finance new generations of chips and infrastructure simply to remain technologically competitive. For me, the most important question in artificial intelligence therefore is gradually shifting from how fast these companies can grow to how much economic value remains after paying for the infrastructure required to generate that growth, because eventually the market has to separate companies that are using capital to build durable operating leverage from companies that simply need ever larger amounts of capital to keep the scaling story alive.

• 
  zombiehunter11 (@zombiehuntprgen) reported 5 minutes ago

  @ShadowBowser458 My main problem with Hazbin Hotel is that it try's to squish everything together and is very quick. Which isn't really their fault because amazon won't give them more episodes.

• 
  Brian McCormick (@bjmtweets) reported 8 minutes ago

  Take the entire market cap value of businesses that require the internet to run. Amazon, Google, Uber, AirBnB, the list goes on. Tens of trillions. Now take the entire market cap value of businesses providing that infrastructure to run the internet. Much less. Although the value of the internet is transformative to everyone, internet providers were not able to capture much of that value. Ultimately, profitability is not from the value you create, but from your pricing power and moat. Another internet provider will lay cable or provide WiFi for less profit, bringing down industry margins, until the point nobody finds it profitable enough to compete. The market is currently rewarding most every AI infrastructure layer AI business today, but being essential does not guarantee superior economics. The providers that capture the most value will be the one with the most durable scarcity, pricing power, and competitive protection.

• 
  PREPPER BOB (@badwolf70) reported 8 minutes ago

  @WallStreetApes If the young people are suffering so bad then why are they still living like they did before the pandemic before the economy got bad by simply observing what they throw away in the trash it’s really easy to see the reason they have no money. Is there spending it on the dumbest things possible? They scream about food prices but they’re not eating rice and beans they could buy extremely cheap off of Amazon. No, they’re drinking soda. They’re eating fast food which they have shipped to their doors. They’re complaining about having nothing yet being on the Internet all the time and don’t wanna work. I could go on all day about the multiple examples of multiple Americans that are living too high on the hog for situations where they shouldn’t be in the first place they went through a pandemic they didn’t tighten up their belts and cut back their spending. They spent more and paid for other people to deliver to the doors. They consumed huge amounts of alcohol, wine, and tobacco products in the form of vape pens that come from our adversaries overseas that are trying to kill Americans and they’re still vaping today and God knows what the CCP has in those vape pens. Has anybody tested them on a regular basis?? anyways once you look at America’s trash, you can easily observe multiple directions that American citizens could easily cut back tightener belt and have plenty of money to invest instead of looking to steal money from the Rich. They could redirect the money that they’re wasting and have it work 10 times harder for them instead of just earning that one $500 paycheck a week and in blowing it, they could take that money and put it to work the problem with the pour in the middle class. They never want to get their money working being little and employees working for them to generate more little employees.

• 
  ˖ . ݁𝜗𝜚. ݁ (@celestiaIjay) reported 9 minutes ago

  thank god i kept my broken amazon knock off since og fate tour

• 
  Shuaib Dehqani (@shuaibdehqani) reported 11 minutes ago

  @amazon @amazonIN why is it taking a complete lifetime to issue a refund?

• 
  Onyx Novha (@ItzNovhaTV) reported 12 minutes ago

  Another problem back when i worked for amazon is i noticed amazon drivers shopping and getting food instead of delivering, this is also a reason you’re packages show up late, i can understand if drivers needed to stop and go to bathroom or take a lunch or dinner break that makes sense but call me old fashioned i do not believe amazon drivers should be doing there own personal shopping on shift, that is something they should do while there off shift or have days off.

• 
  Tril3 (@Tril36) reported 12 minutes ago

  @unusual_whales Easy fix. Cancel prime and order from Walmart. It will cost them more. @amazon

• 
  The Powerful Katrinket (@katrinket17) reported 16 minutes ago

  @leock224 The brand I'm using is called VITALFLOW from Amazon. I ran out and tried a different brand, but much preferred this one. There seems to be a plethora of issues this treats, my mind even seems clearer. It's worth checking into.

• 
  Grassroots Army (@GrassrootArmy) reported 21 minutes ago

  They don’t scream far right because we’re extreme. They scream it because so far we have been right about the border, the shots, the schools, the crime, the kids, and every other disaster they created. That is not luck. It comes from refusing to outsource your backbone to the government. Men are not found. They are forged through faith, work, family, and the decision to stand when everyone else folds. That is why I wrote the Amazon best seller, “Men Are Forged, Not Found”. Too many young men are being told they are the problem instead of being given the tools to become the solution. Culture wants them soft, dependent, and silent. The book is the opposite of that. Discipline. Responsibility. Action. Standards you actually keep. Get it on Amazon in hardcover, paperback, or Kindle. Listen on Audible or Apple Books. Buy one for yourself and one for a young man who still has time to be forged so when the time comes, they stand up against the “nanny state”. 💪🏽🫡🇺🇸

• 
  Michael Rauch (@Michael_L_Rauch) reported 21 minutes ago

  @WaterGardenApps @Tesla @Waymo Terrible business with race to bottom on margins. Neither Waymo or Zoox are going anywhere with Google & Amazon money, but too many want to believe.

• 
  Energy Max (@ryanTesling) reported 22 minutes ago

  There are always reasons not to buy a stock. Narrative follows price. Investing is a game of probabilities. Amazon is being sued by the FTC, yields are through the roof and nobody cares about the stock. “Technology laggard” AI has not slowed down and we still need GPU. Yes, FCF is (currently) negative but that will pass that too. Can sentiment be worse? I don’t think so. Long $AMZN

• 
  Miami Dolphins Flag Guy (@clay8269) reported 22 minutes ago

  @branderson7474 @AdamSandler I watched so many people retire from the miliary buy a brand new flag fold it place it in their shadow box. I want my flag to have a story not some brand new flag straight from Amazon. The value is my flag will have a story I can pass down.

• 
  Akin Oríjà (@mapolami) reported 26 minutes ago

  Localization strategy - maybe they could have learned a thing or two about Amazon in China. Tiered Services - could have helped cater to different customer segments like Netflix does. As for the drivers who gamed the platform for immediate gains, this market exit has pulled down the entire house. We must always consider the big picture of our actions.

• 
  Quan S. (@Quandalyn) reported 29 minutes ago

  @AmazonHelp Not true! A generic email generated by Amazon is not fixing the issue! There is no way to reach this department, which is problematic AF!

• 
  Dr Mark van Rijmenam, CSP (@VanRijmenam) reported 31 minutes ago

  Five juries have now given awards to a book about not having time to think. I treat that as a symptom, not a compliment. My book on riding the tsunami of change has now won five awards. It leaves me oddly unsatisfied. An award means the question landed. It does not mean we answered it. Now What? argues that the hardest problem we face is not artificial intelligence. It is that human beings absorb change at human speed, and change stopped arriving at human speed. Every leader I meet is moving faster. Almost none of them are thinking slower. So here is my stance. The bottleneck is no longer the technology. It is us. Our institutions, our attention, our capacity to make sense of things. You cannot fix a sense-making problem by shipping faster. Irreversible decisions deserve your slowest thinking. Most organizations have this exactly backwards. They deliberate for months over choices they could reverse in a week, then settle the irreversible ones in a single meeting, without thinking of the unintended consequences that will arrive years or decades later. Which decision on your desk this quarter can never be undone? Read why the award worries me more than it flatters me, find the book on Amazon or elsewhere.

• 
  DriveBy Geek (@DriveByGeek) reported 31 minutes ago

  @Shaykay1717 Is there a Whole Foods near you - if that’s Amazon, is that the source? Check the labels - the problem is it’s already in your kitchen not the store. I order from Amazon Whole Foods a lot, large beef and pork and it has been fine.

• 
  Francisco Kemeny (@FranciscoKemeny) reported 35 minutes ago

  @petergyang @bot I tried using my passkey, that would have been nice. Didn’t work with my Amazon login.

• 
  Karthik Gangiredla (@KG_Karthik) reported 41 minutes ago

  hi 👋 I'm Karthik — that's me and my co-founder Jagrati. eight years ago I became a dad, and buying baby gear broke my brain. hundreds of options, no clear way to know what's actually safe or worth the money. I'd spent my whole career in commerce (Amazon, then TikTok). even I couldn't cut through it. so we decided to fix it 🧵

• 
  mitrebox (@mitrebox) reported 42 minutes ago

  Various economic conditions, regulation, debt has broken up American companies into mostly sector bases. Amazon kind of an exception. In Asia, however there is little trust and the courts are slow. If you can't trust the system you need to grow, you become the system.

• 
  Jill🇬🇧🏴󠁧󠁢󠁳󠁣󠁴󠁿💂‍♀️🐶🐾❤️ (@RoyalFan5457) reported 47 minutes ago

  @janiesaysyay Exactly. I went onto Amazon, found the book, scrolled down to “report an issue”. I’ve sent messages to BP & KP calling for the book tobe banned. I’ve posted on several platforms out of sheer exasperation that people think this promotion of extremism & incitement is ok. It isn’t!

• 
  founditcheaper (@founditcheaper1) reported 48 minutes ago

  more dumb stuff on amazon you shouldn't be buying. a 3 pack of forged bbq knives, a camera drone, dark brown hair dye shampoo, a slow feeder dog bowl, non slip stair mats, and a 2 pack of shoe organizers. each one has a promo code. link in bio under september 2 deals can expire at any time

• 
  Pffft2 🇺🇸🔥 (@45wonyuge) reported 50 minutes ago

  @glennsarcastic @amazon Wow, I did not know this! I think it’s because amazon uses USPS primarily now. My back up delivery person is very good but told me that my primary delivery person sends packages back when she feels they are too heavy for her to deliver. I never had this problem when they used fed ex. If you ever attempt in the future, contact me and I’ll give you an alternate address. So sorry!

• 
  ForArt (@ForArt) reported 50 minutes ago

  @Awk20000 @amazon , @Twitch Seems like you got a problem with various things that would make any shareholder squirm. Get to fixing it its not rocket science. Radicalization from the platform is getting worse and there are plenty of receipts online about it...is TOS just a suggestion?

• 
  Dawso (@jensuedaw) reported 50 minutes ago

  @SuisKirk33160 @omgsidewalks Guess you need to have a shared sense of humanity, a sense of common decency to think people matter. As a self-funded retiree, l ask nothing from 'working class folks' but when Amazon workers need food stamps, the US has a problem.

• 
  Duane - 🧙‍♂️🖖 - keybase.io/dfk (@honestduane) reported 52 minutes ago

  @PlumbNick I also get these kind of harassing phone calls from recruiters claiming to work with Amazon who don't seem to understand that as a prior L7 that asking me to boomerang comes with terms and conditions that require they fix the **** that let made me want to leave and not accept L8.

• 
  Gord ‘Human Truck Driver Respecter’ Magill (@GordMagill) reported 53 minutes ago

  @JamesYear37 The problem is, as you know, James, is that there are no laws against profiteering. I’d love to see every cockroach who runs Amazon Relay put in front of a firing squad, but it’s never going to happen.

• 
  Jonathan Smith (@DegenerateTBone) reported 55 minutes ago

  As some of you have pointed out, one option is to get the free Amazon Prime account and then pay for the Jackets subscription. Still a massive downgrade from the (terrible) FanDuel TV deal, where the same price got both the Jackets and the Cavs. Now, $19.99/ month per team.

• 
  Cloudtechsuccess (@Cloudtechsgl) reported 59 minutes ago

  @pepple_miracle Boss am having issues with the Bank account I can put on my Amazon, payooner has deactivated my account yesterday

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  Prescribed Slur ⋆˚✿˖° (@AestheticSlur) reported 1 hour ago

  @brebvbi On the way via personal remote drone Amazon delivery, it drops me down like a claw machine