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
Monterrey	Errors	2 hours ago
Brigham City	Errors	22 hours ago
Paris	Website Down	1 day ago
Laurel	Errors	1 day ago
Rennes	Errors	1 day ago
Hudsonville	Website Down	1 day ago

Full Outage Map

Community Discussion

Tips? Frustrations? Share them here. Useful comments include a description of the problem, city and postal code.

Beware of "support numbers" or "recovery" accounts that might be posted below. Make sure to report and downvote those comments. Avoid posting your personal information.

Amazon Issues Reports

Latest outage, problems and issue reports in social media:

• 
  Jake Martin | Amazon Advertising 🛠 (@jake_rm_) reported 5 minutes ago

  Staying well-stocked is vital because delivery time is a huge driver of conversion rate and organic rank. If your inventory drops below what's needed to meet demand for a keyword in a specific location, Amazon will often lower your rank there and surface a competitor with a faster delivery time. Ads take the same hit, and it starts before you're actually out of stock. Let's say you have a popular variation item getting low in stock. The delivery date pushes out while the low stock ASIN is still live in your campaigns, getting impressions. The shopper sees a delivery date weeks away and scrolls. They would have no idea there's a variation on that page arriving next day. So you end up suppressing the ASIN by hand to stop it serving a bad delivery promise, then going back through the campaigns to switch it all on again weeks later. Low inventory lowers CTR, CVR, organic rank, AND bogs down your PPC operations. Do what you can to keep stock levels healthy!

• 
  Prinsenry Thee 1st 📚💎 (@PrinsenryThe1st) reported 9 minutes ago

  There are times while scrolling on X, I stumble upon possible untapped topic ideas for book publishing and I note them down but I tend to forget about them. I’ve checked this topic on Amazon and there are no books there but it is a major problem most WOMEN face. At least, let someone benefit from my research but DYOR first. Publish at owners risk 🥸 FOLLOW FOR MORE UPDATES ON PUBLISHING ➕

• 
  It Happens (@NeedsSaidoften) reported 11 minutes ago

  So @amazon when your over seas call center promises credits and send email confirmation, its not legal to say well they shouldn't have. Your company is broken to consumers

• 
  Tim (@timbuiltit) reported 12 minutes ago

  I made $934.65 in August 2026 Facebook CM: $912.77 Amazon Merch: $21.86 AdSense: $.02 (lol) I didn't do much this month to improve be honest so naturally earnings went down. Kinda demotivated waiting for other pages to get monetized and websites to get approved by ad networks. Going to hit September hard to try and get CM earnings back up and also start increasing adsense on the websites I do have approved to diversify a bit.

• 
  DARmama (@DARmamabear) reported 13 minutes ago

  @JohnBWellsCTM @stevendenoon I recently bought a classic book on Amazon. The typeset was awful, the pages had paragraphs misaligned & terrible readability. It was published in Venezuela w/out original copyright info. How can this be? Since hearing JBW talk about the destruction of books, I KNEW what it was

• 
  Alon Michael (@SpiceP0dcast) reported 16 minutes ago

  "Amazon is a machine. The machine might be broken, and this anecdote is a signal. It's a squeak in the machine - and that's not how the machine is designed to work." Listening to this clip from @ShaanVP on @myfirstmilpod, I think this idea from @JeffBezos will be even more important in the age of agents doing the work.

• 
  Michael Rucker (@wmrucker) reported 17 minutes ago

  @amazoncareers @amazon You have a real problem when a candidate for a job can’t get or receive emails from talent acquisition but can receive emails from shopping and careers (applications received/changed)

• 
  Robert Yang (@robertythoughts) reported 17 minutes ago

  POV: you bootstrap a CPG brand: > Coman goes bankrupt > 3PL steals inventory > Food scientist holds formula hostage > Get sued. 3 times. > 3 hires quit > 4 hires get laid off > 20 No’s from investors > Tiktok shop gets banned > Ad account gets banned > Amazon gets restricted > All time high materials prices > Tariffs cook margin > 4 pallets of inventory disappear > Container gets stuck at port for 3 months > $14k packaging misprint error > Only coman that will take u says $400k MOQ everything that can go wrong WILL go wrong… keep it pushin 🙏

• 
  Lil’ Tim (@tinyTim420247) reported 22 minutes ago

  @applepay has been nothing but a headache due to a lost phone years ago. The problem is I need it to use my @Apple account, but I have never used it for anything else, and apple does not seem to protect my account from unfamiliar devices or locations, like Amazon and banks do.

• 
  Cker (@DesigningMind) reported 23 minutes ago

  @akafaceUS Here was the problem with mall design. They are massive. You park on one side at an anchor store for instance. It’s January so you and your kids all have coats on. You walk into the mall and there are no buggies/carts. You walk throughout that mall supposedly buying at many stores with only two hands that are already taken up with coats kids snacks drinks… are you gonna walk back to your car to drop off your packages midway through and then go back into the mall and walk another mile to get to another store to carry bags back? That was the reality of malls. And we did it because there were no other options, they were beautiful, and felt vibrant … so we put up with the . drawbacks. However, many got old, became a place that needed more and more security, and the downside design issues are fixed with online shopping . Amazon: you’re exhausted from a busy day you put the kids to bed. You relax on the couch buy everything you need and it’s at your door when you get home from work the next day. No-brainer. My vote would have been to fix malls. Online shopping should’ve been taxed and physical stores should have been tax free to encourage people to get off the couch, walk! and actually see the products that they are buying, and have a social day shopping with their family.

• 
  Ruffian (@Ruffian425) reported 24 minutes ago

  The Eastside luxury market is not having a normal seasonal slowdown. It is showing the first real stress fractures in the exact places that were supposed to be invincible — Bellevue, Redmond, Kirkland, Sammamish, and the waterfront corridors — because three things hit at once: AI-driven tech job cuts, the 9.9% millionaire tax, and a buyer pool that suddenly stopped feeling urgent. The inventory explosion is concentrated where the money lives. King County homes over $2 million saw listings surge roughly 84% year-over-year. Kirkland listings roughly doubled (about 150 to 303). Bellevue and Sammamish jumped around 70%. Redmond was up about 77%. The day after the legislature passed the tax, $2 million-plus listings statewide jumped 65% in 24 hours. That is not random seasonality. Those are the zip codes stuffed with Microsoft, Amazon, and Meta compensation.97 Demand at the top is breaking first. In the six most expensive Seattle suburbs, homes over $2 million averaged 44 days on market in the first half of 2026 versus 25 days a year earlier. Pending luxury sales in the top 5% of the market dropped 15% in the three months through July. July pending sales in the Seattle metro were among the steepest declines in the entire country — Eastside pending sales were down 16–17% year-over-year. One tally put July pending activity at the lowest since 2017. Homes that used to go pending in a weekend now sit, take price cuts, and sometimes get a handwritten new number on the sign.34 The jobs that paid for these houses are being cut while companies spend on machines. Since May 2025, more than 10,000 Seattle-area tech workers have been laid off, with Amazon and Microsoft accounting for the bulk. Microsoft cut 605 Seattle-area jobs in July 2026. Amazon has already done massive corporate reductions and just filed another 121 Washington cuts (53 of them in Bellevue) effective October. Meta has cut nearly 1,400 King County employees in waves. These companies are simultaneously pouring $190–$220 billion into AI infrastructure. When headcount shrinks and equity compensation gets choppy, the $2.5 million–$8 million buyer does not disappear overnight — he just stops racing.67 The tax is already changing behavior even though it does not start until 2028. The 9.9% levy on household income over $1 million does not tax the sale of a house. It does tax the ongoing income that lets someone stay in a $4 million waterfront home and keep funding the next custom build. Agents reported clients listing specifically because of the tax. High earners who were already thinking about Florida, Texas, Tennessee, or Wyoming are accelerating the timeline so they are not Washington residents when the tax bites. That is why you now see for-sale signs on East Lake Sammamish Drive, in West Bellevue, and along streets that almost never turned over. Those owners are not “testing the market.” Some of them are planning an exit. What this looks like on the ground. Sammamish median prices are down 10–17% depending on the window. Eastside single-family median is off about 4% with inventory up nearly 30% and days on market nearly doubling. West Bellevue has at times shown 7–8+ months of supply. East of Lake Sammamish posted the biggest inventory jump of any Eastside submarket. Sale-to-list ratios have slipped into the mid-96% range. Price reductions are common. The mid-market still moves if it is priced correctly. The upper end is where absorption has slowed hardest. This is alarming because the Eastside luxury market was never a diversified local economy. It was a high-beta bet on a handful of tech employers and the stock-heavy pay packages they issued. AI is letting those same companies do more with fewer people. The tax raises the carrying cost of staying. Rates are high enough to kill impulse buying. Result is visible on the street: more signs, longer days on market, and a buyer who now has time and leverage. That combination did not exist here two years ago. It exists now.

• 
  Good Morning Donkey Fans (@mornindonkeyfan) reported 26 minutes ago

  BRONCOS WEEK 12 - @Steelers vs. Dr. Rogers Steelers with a new coach and world renowned medical expert at qb. I don't know if they will be good or terrible. My gut says terrible given the change and age of their virologist. But if history shows you anything the steelers find a way to be good. Amazon Prime game warning....make sure you help the rents with logging on and passwords as part of turkey day.

• 
  C H (@Homie_san) reported 28 minutes ago

  Did @Amazon fix the battery drain problem on their Fire Stick TV remotes? I’d like to upgrade, but not if I only get a few minutes of battery life in a device that should last a year.

• 
  Raye (@rayemarkets) reported 30 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.

• 
  Mhykhael (@mhykhael) reported 34 minutes ago

  The interesting part about Anthropic’s compute expansion is that AI infrastructure is increasingly becoming an electricity problem. Anthropic has secured massive compute capacity across SpaceX, Amazon, Google and Microsoft, while acknowledging that frontier AI training will soon require gigawatts of power. The next AI advantage may not come from owning more GPUs. It may come from securing enough electricity to keep those GPUs running.

• 
  PREPPER BOB (@badwolf70) reported 39 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.

• 
  Cloudtechsuccess (@Cloudtechsgl) reported 39 minutes ago

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

• 
  pmanik (@pmanik94) reported 41 minutes ago

  @AmazonHelp I did not any resolution from you guys in this chat. I am not sure why customer will face problem if there is system glitch from amazon @amazonIN @PMOIndia

• 
  Rochelle (@itsrochellaa) reported 45 minutes ago

  @AmazonHelp But the problem is I also got a new mobile phone during my upgrade. So I don’t have a trusted device because of the new phone and new phone number now. How can I recover my account ? My email and postal address remain the same. And I have my ID. Please can you help

• 
  Gord ‘Human Truck Driver Respecter’ Magill (@GordMagill) reported 46 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.

• 
  two (@one2gloss) reported 51 minutes ago

  @_2skinny its not a recall its just an amazon issue

• 
  Janiac the Hedgehog 🏳️‍🌈 (@janiac_the) reported 51 minutes ago

  Someone gotta shut down Amazon MGM Studios, because that's two game related shows under them that have had a star suffer a major injury-

• 
  Rana Pratap Singh (@ranapratap125) reported 52 minutes ago

  @AmazonHelp @AmazonHelp @amazonIN Order # 407-7983205-6961960 issue NOT resolved. Your team is just passing time, no solution given. Worst support experience. Stop giving fake assurances and resolve it now. #Amazon

• 
  Ellie Jay - Sarcastic Author (@EllieJayWrites) reported 54 minutes ago

  Um... It happened again. Another paperback processed, printed and shipped on the same day that it was ordered. And it wasn't even to Canada this time. Did Amazon actually listen to my whining and fix stuff or am I hallucinating?

• 
  지우 (@minccino02) reported 56 minutes ago

  @AmazonHelp A few days after arriving in the U.S. from Korea, I attempted to use my father’s card on my Amazon account. To verify identity, I submitted my father’s ID card and driver’s license, but Amazon was unable to verify his identity. Following further instructions received by email, I also submitted a photo of the physical card itself. Shortly after, my account was closed. Since then, I have called Amazon customer service numerous times, with wait times ranging from one to three days between calls. Each representative gave me different instructions like creating a new account and trying again, registering the card through a different method, using a different card instead I also submitted a bank-issued Amazon billing statement and documentation from the card company, as requested. This entire process has taken about three weeks with no resolution. In my most recent call, I was finally told that my original account has been locked, and that any new accounts I create under my name will also be affected as a result. I was told there is nothing further the representative could do. I am an international student who will be living in the U.S. for several years. I rely on Amazon for many purchases, and I would like to resolve this account issue permanently rather than continuing to receive inconsistent guidance that takes days to obtain and often creates new problems. I would greatly appreciate it if someone from a specialist or executive resolution team could review my case and help restore or properly resolve my account status. I don't wanna be disappointed any more in amazon

• 
  Max Hailperin (@MaxHailperin) reported 56 minutes ago

  @AmazonHelp I have told you that one of your contractors screwed over one of your customers. Either you care about that or you don't. This really isn't my problem.

• 
  Kolluru Akhil Teja (@akhilteja099) reported 58 minutes ago

  @ZeptoNow Placed order OIJJRHNRL21779 purchased 3 rakhi special amazon GC issued by pine labs and when we are trying to add it in amazon it is throwing validation error.Please help.Reference Id 6014854979439364,6014854979329348,6014854979407104 @AmazonHelp @PineLabs

• 
  Paradis (@ParadisLabs) reported 58 minutes ago

  Bought some stocks today...finally. 1. $NBIS - Already a top 10 position for me, but one of my highest conviction names. 2. $INTC - I don't own enough Intel. 3. $CRDO - Averaging my position down on this earnings drop (I personally think earnings were good). I started my Credo position on last quarter's earnings drop. 4. $BE - We all know the bottleneck by now... 5. $AMZN - Can never own enough Amazon. Nearly 10% down in a month is a treat (imo). I don't care about day-to-day fluctuations w/ Amazon since I'll be a shareholder for a *very* long time. If you've been reading my macro notes recently, you'd note that I've been holding cash (and buying some hedges like "defensive tech" AKA software). But it got to a point today where I just couldn't resist buying some discounted names for my core AI portfolio. This is obviously NFA - as per my macro note earlier, I think that semis still have room to go lower (war = bad narrative). I personally have enough cash / hedges to unwind - to buy more semis on additional drops...idk if you do which is why this is never individual advice.

• 
  javadoodles ✍️ (@javadoodlestv) reported 59 minutes ago

  @amazon the amazon locker in my apartment is causing so many issues, is there a way to opt out of this

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  Anibal Gutierrez (@AnibalGuti15760) reported 60 minutes ago

  @AmazonHelp Just to give you an idea how much the unwillingness of your tech support to help.I have t send a routers to be fix,the manufacturer required a copy of the invoice which we can’t access to the account any more,the hacker is controlling that account. How do I get that info ?