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 (45%)
• Errors (34%)
• Sign in (22%)

Live Outage Map

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

City	Problem Type	Report Time
Melbourne	Website Down	2 minutes ago
Boa Vista	Errors	19 minutes ago
Wigan	Errors	20 hours ago
Aulnay-sous-Bois	Website Down	23 hours ago
Papao	Website Down	1 day ago
Kennedy	Sign in	2 days 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:

• 
  tim212 (@tim2_12) reported 5 minutes ago

  @FromPemberley @Meredicchio Fair enough best of luck. Ftr I’m not saying these stocks will not go down, but if your contention is that the Iran war will cause Microsoft, Google, Amazon, and Meta to go to 0 I will take the other side of the trade.

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  Duane - 🧙‍♂️🖖 - keybase.io/dfk (@honestduane) reported 5 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.

• 
  Flying Mitts Hockey (@flyingmitts) reported 7 minutes ago

  @tfjaybee Ya it took some digging to find the info but I did and wanted to offer it. All teams going to Amazon are to have cable deals for free viewing on cable. Idk your team but the Blues have posted over and over you dont need prime, just the game subscription. If you wanted it with prime, like it sounds like you do, that is a Amazon problem, they set their prices like all business. No need to trash the NHL for an Amazon decision.

• 
  지우 (@minccino02) reported 7 minutes ago

  @AmazonHelp Ahmed’s replies haven’t actually addressed my issue. Just the same response repeated. I really hope someone else on this team can help resolve this. Please don’t let me down again.

• 
  Mike (@PhotonForger) reported 8 minutes ago

  @StoriesBySammi This seems like more an indictment of poor city planning. A data center like that in an industrial park in an area zone for industrial would be just fine. Whoever approved something like this near homes is the real problem. I wouldn't want an Amazon warehouse or anything like that near my home regardless of noise.

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  Sebastian Caniulao | Ecommerce Email & Growth (@canipack21) reported 9 minutes ago

  @eliweisss Good problem to have. The piece I would move up the list alongside the hire is pulling those Amazon buyers onto the owned list, since the channel gives you almost nothing on repeat. Insert cards plus a registration offer was the only bridge that ever worked for us.

• 
  Layla (@67lld) reported 15 minutes ago

  @akafaceUS Amazon has nothing to do with it. People would still go to them if it wasn’t a thug hangout. And thugs crashing the stores and roaming around causing problems. Many stores and restaurants have closed because of them. Yes, restaurants too. They would rather close than deal with a lawsuit, trying to refuse service to some of these people now. They would rather close and clean up after them or put up with their behaviors. And the added theft is crazy because of them.

• 
  Prinsenry Thee 1st 📚💎 (@PrinsenryThe1st) reported 15 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 ➕

• 
  Lori Jo 🤪 (@LoriStory20) reported 17 minutes ago

  @45wonyuge @amazon 50% of the time my Amazon deliveries go to the Post Office. Yesterday I picked up a box and it rattled like a box of parts. It was actually a ceramic tissue holder broken in many pieces. The interior packing was just a little *** of paper. No matter the carrier, there was no way it was going to make it to me in tact. Infuriating. I’m staging a tiny house and it was part of my pop of color. Now it’s on me to ship back their packing error. It’s not simple task in a tiny town.

• 
  DARmama (@DARmamabear) reported 20 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

• 
  Karthik Gangiredla (@KG_Karthik) reported 20 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 🧵

• 
  Jake Martin | Amazon Advertising 🛠 (@jake_rm_) reported 21 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!

• 
  BG Burton (@CuriousInkCo) reported 22 minutes ago

  @MiddleAgedBaby2 @amazon 1st world problems are still real problems because we live in the 1st world! Not getting the stuff you ordered to save time in a timely fashion is annoying AF. Your Amazon experience is very different from mine, & I can’t figure out why. I get offered discounts (usually digital credits) for delivery on my weekly Amazon Day, by shipping in manufactured container, & choosing a no-rush option. They did lose one bag of my grocery order this week, but they credited my account in 6 hours. Wish I knew how to fix it for you. I rely so heavily on Amazon I’d be totally flipping over your experience. 😢

• 
  Bulletproofsoul (@bulletprfsoul) reported 23 minutes ago

  @amazon you incompetent *** people . I’ve been home ALL day and you were 4 stops away and you said it was a delivery issue because the front door wasn’t accessible. I get multiple deliveries a day. TRaSH!

• 
  Janiac the Hedgehog 🏳️‍🌈 (@janiac_the) reported 24 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-

• 
  Michael Rauch (@Michael_L_Rauch) reported 24 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.

• 
  Raye (@rayemarkets) reported 26 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.

• 
  Duck (@penguinfiles7) reported 27 minutes ago

  @Ryan_Daigler If you're interested I can send you instructions. You need about $100 in Amazon parts plus an once or two of silver. It's basically electrolysis. It's pretty easy if you're careful about a few things. Low voltage not dangerous. Once you're set up a couple Oz of silver makes an infinite amount of end product. You end up with silver ions in distilled water and it legit instant stops any problem with skin or mucous membrains. I used to get really bad facet nose a few times a year. Now as soon as I start to feel it I snort a bit of this stuff and I mean it instantly stops it. I've used and given it to people for pink eye - instant stop. Like one minute. No more pink eye. I absolutely swear by this stuff. I make it a few small jugs at a time and pour it into dropper bottles. I make a batch every couple years. If you would use the info I can write up details sometime.

• 
  Madeleine Begun Kane is also @MadKane@mas.to (@MadKane) reported 32 minutes ago

  "Amazon drone drops package into swimming pool" If you long for deliv'ry by drone, And your yard has a pool, make this known, Else your package might drown When the drone throws it down And it sinks like an overpriced stone.

• 
  Lianchi (@Lianchi830342) reported 41 minutes ago

  @Caterinna313 Everyone should go on Amazon and once you type in the name of the book, scroll down to “Report this article” and report it for whatever reason you find it offensive.

• 
  🍳 (@2kiview) reported 41 minutes ago

  @AmazonHelp I tried to change my payment method to my new debit card on amazon(.)com, but unfortunately the page keep buffering and won't take me to fill the form. Idk if it's because of my connection or the server?

• 
  Your.Favorite.Beach7 (@ldygltrspkls031) reported 43 minutes ago

  @Ilhan Is that why you shut us down, shuttered small businesses and forced us to buy from Amazon? Or what about the tariff refunds? Why did you vote to give money them instead of the taxpayers? Everything you do hurts the American people. You are a threat to us all.

• 
  🤖 (@artificialfries) reported 43 minutes ago

  @ebloch I’ve been using it to track all of my subscription spending via App Store subscriptions and real time subscriptions irl such as Amazon prime, etc. didn’t realize I was spending so much!! I’m now using it to analyze and cut down on some of my biggest waste spending

• 
  James D Magee (@jamesdavidmagee) reported 45 minutes ago

  @Lord_Sugar Having spent a lot of the last 6 months in hospital I have to agree that YOU could help and YOU could be a great CEO of the NHS - but you would need a good team around you - I am throwing my hat in the ring! I am not sure I can be your apprentice at 64, but I will point out that the idea is somewhat flawed. Firstly, giving the potential savings to Jeff Bezos, (it certainly would not be to his employees!), would not save money, it would just reallocate it elsewhere. There are also lives at risk, so this would need to be handled with a great deal of care! The reasons? 1). Amazon charges are WAY too high and even with a Lord Sugar negotiation it would simply boost their profits and create more money for Bezos. 2) Amazon would not contribute more of these profits in tax! The Fair Tax Foundation note that a large portion of Amazon's UK retail sales revenue is funnelled through its European headquarters in Luxembourg rather than being fully declared under a single UK corporation tax figure. Amazon does not break down corporation tax for the entire UK business structure, meaning figures are estimated through specific local arms like Amazon UK Services. 3) Logistically it would not work transport wise. They have to draw down supplies much quicker for emergencies and a completely unpredictable set of unique circumstances would make this very difficult. 4) Regardless of technology advances I strongly doubt no one single centralised hub could effectively predict, procure and administer this unpredictable level of requirements - it would end up as 8-12 hubs and simply add to costs. There are MANY improvements to be made, there is no question the NHS has WAY too many Trust administrators & management being paid way too much, the facilities management is poor to piss poor. There is a list of cost saving that could be made but it certainly will NOT be solved by Peter Thiel, Alex Karp Stephen Cohen, Joe Lonsdale or Nathan Gettings - it absolutely will NOT be solved by Jeff Bezos!

• 
  Onyx Novha (@ItzNovhaTV) reported 46 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.

• 
  Conor (@leprechaunsrfun) reported 47 minutes ago

  @AmazonHelp No you're good this is a staff issue with the delivery hand off

• 
  m masquer (@masquer_m14438) reported 51 minutes ago

  @ModernDayCrimes @DangerousThinkg 1,000% correct! Most folks don't understand that digital meters can be used to 'throttle' home use - even if owner didn't agree to it. 'Smart' homes are horrible as well. News stories about elderly deaths in Europe and places like SoCal when power grid was browned out from high temps overload. News story about black Microsoft engineer who completely converted his house to 'smart'. An Amazon delivery driver falsely accused him of some sort of untoward comment and Amazon shut his entire house down with no notice. Including locking him out. Plus, Chinese law requires every microprocessor made there to have a 'backdoor' access built in. Every internet connected 'smart' appliance is a built in window to 'pattern of life'.

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  Tril3 (@Tril36) reported 53 minutes ago

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

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  Badgers4life48! (@badgers4ever48) reported 53 minutes ago

  @Vikeologist I don’t mind paying to watch my teams however I do have an issue when I need. Netflix YouTubeTv Peacock Amazon just to watch the NFL and I am lucky and live where I get the packers but that’s another $235 bucks for Sunday ticket if I didn’t It’s making it hard to watch on sport

• 
  Cker (@DesigningMind) reported 56 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.