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 (46%)
• Errors (29%)
• Sign in (25%)

Live Outage Map

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

City	Problem Type	Report Time
Paris	Sign in	7 hours ago
Owosso	Website Down	1 day ago
Washington	Website Down	1 day ago
Paris	Website Down	2 days ago
Reynosa	Website Down	2 days ago
Marquette	Website Down	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:

• 
  Deano (@deanofcafc) reported 4 minutes ago

  @Heccles94 Stop giving money to other countries bring down welfare make people get a job if no job after 3 months welfare stops and supporting big American corporations like uber amazon uber eats make them pay higher tax

• 
  SUSHIL KUMAR ROY (@sushilkumarroy_) reported 6 minutes ago

  @SBICard_Connect My SBI Credit Card transactions are being declined everywhere I enter my card details, including Cheq, MobiKwik, Amazon and other platforms. Please check the issue and fix it as soon as possible, as I’m unable to make any transactions using my card. I

• 
  Kat (@K_Mangione) reported 8 minutes ago

  @FatKidDeals Make sure you can return when buying refurbished! I bought one the last time this was posted and mine ended up not working. Thankfully Amazon let me return.

• 
  mcbc 🇺🇸🗽 (@mcbc) reported 9 minutes ago

  @Aaron_Torres Respectfully, this might be the worst WNBA take today and there have been some bangers. Shutting down the WNBA as it officially become profitable is like telling Amazon to shut down in 2000. It's a hard foul not a drive-by sir.

• 
  Sankar Majumdar (@indianhandicrft) reported 11 minutes ago

  @JeffBezos @ajassy @amazonIN Der Sir Indian Amazon ATS service not functional all location..need your actions.. Seller support unprofessional control..maximum small seller effective..maximum cancel employees issues..unprofessional employees..look at this matter request..

• 
  Amazon Help (@AmazonHelp) reported 12 minutes ago

  @Debashish2110 @Debashish2110 Looks like you've connected with our regular support team. Please copy and paste the link into a different web browser clearing cookies/cache and enabling desktop mode or try to access the link via desktop/laptop to connect with our team. Copy the link > paste the link in any browse > search the link > login to your Amazon account and once logged in, it will display 2 options, one is "continue previous chat" and other is "start a new chat". Click on start a new chat option, and it will connect to our team. Kindly connect with our team via order related account for our team to check and help you accordingly -Idrees

• 
  Nishikant (@nnishikant) reported 15 minutes ago

  @AmazonHelp Have already filled the form and was told that I will be contacted within 12 hours. However, it has not happened. This order was for my old mom, and she is now feeling guilty of giving the OTP without checking that the complete order was being delivered. I told her that Amazon has already refunded the amount and I will reorder tomorrow. Please fix your system.

• 
  Noah Frydberg | Tiktok Shop For Brands (@maverickecom) reported 16 minutes ago

  Claude + Google Omni = AI Content Affiliate Scaler Machine We run this stack across 8 and 9 figure Amazon and TikTok Shop brands right now. Claude writes it, Omni builds it, and an army of AI affiliates posts it every single day. It's so effective it feels like running Facebook ads in 2010. - Videos cost a few dollars each instead of $180 - No shoots, no samples, no creator flights, no three week wait - Brands pay when a real, tracked sale lands - Rank that keeps working long after the video dies How the machine runs: - Claude mines the brand's real Amazon reviews and pulls the exact problems buyers keep writing about. Those become the hooks. - Google Omni turns those scripts into clean, real-looking video in minutes. One locked face and voice per page, forever. - Faceless AI affiliate pages post daily on Instagram and Facebook and drive buyers to the Amazon listing. - Every video ends with a comment word. A tool auto-DMs the guide plus a tracked deep link that opens the Amazon app and skips the login wall. - Winning videos get loaded into Meta as paid creative, already proven by organic. Here's the part that breaks people's brains: affiliates earn 150 to 220% commission. More than the sale is worth. On purpose. Because an outside sale tells Amazon the product is hot, so Amazon pushes the rank up. The brand keeps 100% of the organic buyers that follow, forever. Then that buyer reorders on subscription for months. The commission was never the cost of a sale. It's the price of climbing the rankings. Four payoffs from one sale. Recent results: - Rainbow Nutrients: $10K and 420+ orders in the first 14 days live - A home goods brand: $500K TikTok Shop launch, approaching $800K since January - An insole brand: 240% growth, about $60K added in month one - A skincare brand: 800% growth in the last 60 days - A health brand: two AI pages we built went viral in their first two weeks (Recent results from my agency. Results are not guaranteed or typical. No income claims.) Most of the videos flop. That's the design. At a few dollars each you post hundreds a month and only need a handful to hit. I packaged the full system, ready to plug into your brand today. Comment "MACHINE" and I'll send you the whole thing. (Must be following.) PS: Repost so more people can get in early on this.

• 
  Hago Community (@HAGOCommunity) reported 21 minutes ago

  What Should a Company Do When Production Costs Rise by 15%: Raise Prices or Accept Lower Margins? A 15% increase in production costs may initially look like a straightforward pricing problem. Management may assume that the simplest response is to raise prices by the same percentage and protect profitability. In the U.S. market, however, that decision is rarely so simple. Raising prices can protect margins, but it can also push customers toward competitors. Keeping prices unchanged may preserve sales volume, but it can gradually erode profitability and weaken the company’s ability to invest in growth. The real question is not: Should the company raise prices or absorb the higher cost? The better question is: How much of the cost increase can the company eliminate internally, how much can it absorb temporarily, and how much can it pass on to customers without damaging demand? That is where the real strategic decision begins. The Financial Impact of a 15% Cost Increase Consider a U.S. company that sells a product for $100. Assume the production cost is $60 per unit. The economics are: Selling price: $100 Production cost: $60 Gross profit: $40 Gross margin: 40% Now assume production costs rise by 15%. The production cost increases from $60 to approximately $69. If the company keeps its selling price at $100, gross profit falls from $40 to $31 per unit. Gross margin declines from 40% to 31%. That means the company has lost more than one-fifth of the gross profit it previously generated on every unit sold. Sales may remain stable. Revenue may even continue to grow. But profitability can deteriorate significantly beneath the surface. If that pressure continues, the company may eventually find itself reporting record revenue while generating weaker cash flow and lower earnings. Option One: Raise Prices by 15% The most obvious response is to increase the selling price from $100 to $115. Financially, this appears attractive because it restores much of the lost margin. But the most important question is not whether the higher price improves unit economics. It is: Will customers still buy the product at $115? The answer depends heavily on the competitive position of the company. If the product has strong brand loyalty, limited substitutes, or meaningful differentiation, customers may accept much of the increase. But if the product competes in a highly transparent market with dozens of alternatives on Amazon, Walmart, Target, or other major channels, a sudden 15% increase could be dangerous. Customers do not usually care why the company’s costs increased. They simply compare: Company product: $115. Competitor product: $102. If the perceived value difference is not large enough, the customer may switch. For that reason, passing the entire 15% cost increase directly to the customer is often too aggressive. Option Two: Keep Prices Unchanged and Accept Lower Margins The second approach is to protect market share by keeping prices unchanged. This can make sense in the short term, particularly if the company is facing aggressive competitors or trying to gain market share. But it becomes dangerous when used as a permanent strategy. Lower margins reduce the amount of money available for: Marketing Hiring Product development Technology Customer service Distribution Capital investment Expansion A company can therefore appear healthy from a revenue perspective while gradually weakening its financial foundation. Absorbing some of the cost increase may be strategically useful for a limited period. Absorbing all of it indefinitely usually is not. Option Three: Attack the Cost Structure First Before management raises prices, it should determine exactly why costs increased. The company should investigate questions such as: Did raw material prices increase? Did labor costs rise? Did freight or logistics expenses increase? Is the company overly dependent on one supplier? Is there excessive waste in production? Is packaging unnecessarily expensive? Is the company carrying too much inventory? Can supplier contracts be renegotiated? Can alternative suppliers be introduced? Can the product be redesigned without reducing customer value? This step is critical because some cost increases may be external, while others may result from internal inefficiency. Suppose the company can eliminate five percentage points of the 15% increase through supplier negotiations, manufacturing improvements, and better sourcing. The remaining problem becomes far more manageable. Instead of trying to recover a 15% increase through pricing, management may only need to deal with a 10% increase. Option Four: Raise Prices Partially In many cases, this is the most balanced strategy. Instead of increasing the product price from $100 to $115, the company might raise it to $105 or $108. The customer absorbs part of the cost increase. The company absorbs another part. Operational improvements cover the rest. This approach reduces the risk of creating a sudden price shock while still protecting profitability. However, management should avoid applying the same increase to every product. Do Not Raise Every Price by the Same Percentage A company with multiple products should rarely apply a uniform price increase across the entire portfolio. Different products have different levels of price sensitivity. A company may have: Highly price-sensitive products Premium products Products with strong customer loyalty Products with few direct substitutes Entry-level products customers use to compare the company with competitors The company could therefore increase the price of a premium product by 10%, another product by 5%, and leave a strategically important entry-level product unchanged. This allows management to recover profitability without making the entire brand appear significantly more expensive. Pricing Is Not the Only Lever Companies can also improve economics without relying only on headline price increases. Management may consider: Reducing excessive discounts Eliminating promotions with poor returns Adjusting free-shipping thresholds Introducing premium versions Creating product bundles Redesigning package sizes Improving product mix Changing subscription structures These techniques can improve revenue per customer while making the price increase less visible. However, companies should avoid tactics that customers perceive as deceptive. Any reduction in package size, product quantity, or service level should be handled transparently to protect long-term trust. Test Price Sensitivity Before Making a Full Rollout A strong management team should treat pricing as a testable business decision rather than a one-time guess. The company could introduce a price increase in selected markets, sales channels, or customer segments. It can then monitor: Unit sales Conversion rates Shopping-cart abandonment Customer retention Competitor response Product substitution Gross profit Customer acquisition economics Suppose a 7% price increase causes sales volume to decline by only 2%. That could be an excellent outcome because total gross profit may still increase. But if the same price increase causes sales to fall by 20%, the company has probably exceeded the market’s willingness to pay. This illustrates an important point: The goal is not always to maximize the number of units sold. The goal is to optimize the total economics of the business. Watch Competitor Behavior Pricing decisions cannot be made in isolation. If the entire industry is experiencing similar cost pressure, competitors may also raise prices. In that environment, a company may have more freedom to increase its own prices. But the situation is very different if the cost problem is company-specific. For example, if one company has a weak supply chain and higher sourcing costs while competitors operate more efficiently, raising prices may simply transfer the cost of poor execution to customers. Competitors with lower prices may then gain market share. In such a situation, improving operational efficiency should take priority over pricing. Strong Brands Have More Pricing Power Companies with powerful brands generally have greater ability to pass cost increases to customers. There is an important difference between a product a customer buys because it is inexpensive and a product the customer buys because they specifically want that brand. Strong brands create what economists and business leaders often call pricing power. Pricing power means the company can increase prices without suffering a major decline in demand. This is one reason brand investment should not be treated as a purely marketing expense. Over time, a strong brand can become a financial asset because it improves the company’s ability to protect margins. The Biggest Mistake: Focusing Only on Margin Percentage Management should not become obsessed with maintaining a specific margin percentage. Suppose the company raises prices from $100 to $115 and restores its original margin. If sales volume declines sharply, total profit may actually be lower. On the other hand, accepting a somewhat lower margin could produce higher total profits if demand remains significantly stronger. Management should therefore monitor three factors together: Profit per unit. Number of units sold. Total gross profit generated by the business. Optimizing only one of these metrics can lead to a poor decision. What Is the Best Solution? In most cases, the best answer is not one extreme or the other. A company should generally avoid either: Passing the entire 15% increase directly to customers, or Absorbing the entire increase indefinitely. A stronger strategy combines several actions. First, management should identify the precise source of the cost increase. Second, the company should remove as much of the increase as possible through operational improvements, better sourcing, supplier negotiations, and process redesign. Third, management should identify the products and customer segments with the greatest pricing power. Fourth, the company should introduce selective and moderate price increases. Fifth, it should reduce unproductive discounts and promotions. Sixth, management should test pricing changes before implementing them across the entire U.S. market. Finally, the company should measure the impact on total gross profit, customer retention, market share, and competitive position. A Practical Example Assume production costs increase by 15%. A strong response might look like this: The company recovers 5 percentage points through supply-chain improvements and supplier negotiations. It temporarily absorbs another 3 percentage points. It recovers the remaining 7 percentage points through a combination of selective price increases, reduced discounting, and better product mix. This approach spreads the burden across the organization rather than placing it entirely on the customer or entirely on the company. More importantly, it treats the situation as more than a pricing problem. It becomes a broader strategic question involving: cost structure, customer behavior, competitive positioning, product strategy, and profitability. Final Decision When production costs rise by 15%, the best response for a U.S. company is usually not to raise prices immediately by the full 15% and not to absorb the entire increase indefinitely. The better approach is to reduce avoidable costs first, pass a carefully selected portion of the remaining increase to customers, vary the pricing response by product and segment, and test the impact before making a full-scale rollout. The strongest companies do not simply ask: “How do we protect our margin?” They ask: “How do we protect profitability without destroying demand or weakening our competitive position in the U.S. market?” That distinction is what separates a company that merely reacts to higher costs from one that uses cost pressure to build a stronger business model.

• 
  Lee Conger (@LeeConger2) reported 22 minutes ago

  @KatieDaviscourt Maybe ICE should just shut down AMAZON in WA State. Save them a lot of time.

• 
  Ya-Chi (girlset era?) (@Mitski1sdaughtr) reported 26 minutes ago

  Amazon just put it down already Jesus

• 
  The Planet of the Nerd (@darkeros70) reported 26 minutes ago

  @amazon why can't you get a package from Forestville MD to DC without problems. It's a small distance yet customer service goes to a call center in Inda they cannot help. Very nice way to treat disabled veterans. This is absolutely great.

• 
  Poonam (@Aiwithpoonam) reported 30 minutes ago

  9. The Amazon Leadership Principles Resume Aligner "You are a senior recruiter at Amazon who evaluates every resume against Amazon's 16 Leadership Principles — because at Amazon, FAANG companies, and top tech firms, cultural alignment matters as much as technical skill, and your resume must prove both. I need my resume aligned with the specific values and culture of my target company. Align: - Company values research: identify the 5-8 core values or leadership principles my target company publicly promotes - Bullet point mapping: tag each resume achievement with the company value it demonstrates - Coverage gap scan: which company values have ZERO representation on my resume - Gap-filling bullets: write 3-5 new achievement statements from my real experience that fill the value gaps - Amazon alignment: if targeting Amazon, map to Customer Obsession, Ownership, Bias for Action, and Deliver Results - Google alignment: if targeting Google, emphasize Googleyness, intellectual humility, and collaborative problem-solving - Meta alignment: if targeting Meta, highlight Move Fast, Be Bold, and Focus on Impact - Startup alignment: emphasize scrappiness, wearing multiple hats, and building from zero to one - Consulting alignment: highlight structured thinking, client-facing impact, and leadership under ambiguity - Values-first summary: rewrite my professional summary to immediately signal cultural fit in the first 2 sentences Format as a values-aligned resume with annotations showing which company principle each bullet demonstrates. My target: [PASTE YOUR RESUME, TARGET COMPANY NAME, AND THEIR PUBLISHED VALUES OR LEADERSHIP PRINCIPLES]"

• 
  Prem Kumar (@Prem969496) reported 31 minutes ago

  @AmazonHelp I sincerely request your help in resolving this issue as soon as possible.

• 
  ひ (@trill4ri) reported 34 minutes ago

  mann my amazon delivery changed from 6:15pm to 6:30pm when im dead looking at ts on the map down the street🫥 like bih ill walk my *** over there just gimmie my lashes g

• 
  Chitta (@chitta176) reported 34 minutes ago

  @AmazonHelp On call the support executive informed me that there were some errors while scanning the package and I'll be receiving it by today. But still, I haven't received the product nor did I get any specific updates.

• 
  Ø₳₭ ➳ (@Oaknarrow) reported 35 minutes ago

  @GlendaGalvez4 @CNviolations Oh right because an eye doctor is who you would check with for information on viral infections, not fauci the guy who specializes in it Do you also ask the amazon driver for advice on plumbing issues?

• 
  Nathan J Pearce (@NathanTheAuthor) reported 36 minutes ago

  @ReadWriteRyan96 My problem was aligning the title on the spine. Sometimes it was just the randomness of the Amazon press. Like here, in the top one, the title is just a smidge too high. And the funny thing is, the only difference between the top book and the bottom is the page count is different by 5.

• 
  Amazon Help (@AmazonHelp) reported 36 minutes ago

  @hemantk05124836 We're sorry to hear about the issue with your refund. Just to clarify, on which Amazon Marketplace is your account registered (.com, .uk, .ca, .in, etc.)? Please let us know. -Max

• 
  Allan D'Souza (@alanrostar) reported 41 minutes ago

  @Manomay_india I recently bought M1095S CCTV Camera(Wifi) through Amazon. After setup, I'm not able to play live feed through ManoMay Pro app on Android. It stops playing in 3 seconds & gives error network failed. It works well on iphone app. What's d solution?

• 
  Richard Miller (@Millergram33) reported 46 minutes ago

  @WDE2011 @amazon I had a couple of issues with amazon myself this week

• 
  Greg Hoyt (@GregHoytLET) reported 47 minutes ago

  @stashdcollect I think that's less of a intentional cutting issue and more of a SIOC issue. Kind of wild that an Amazon warehouse would SIOC an ETB because clearly weren't meant to be shipped as their own container.

• 
  Tushar (@TusharBehe69083) reported 48 minutes ago

  Amazon SDE Intern OA Experience — 6 Months Internship --> Coding Question(40 min) i)Medium-level DSA problem (Greedy) ii) Passed all test cases ✅(15/15) -->Full-Stack / Backend Debugging(60 min) i)Node.js-based project ii)6 test cases in total ii) First 5 were pretty straightforward mainly implementing basic CRUD operations like Create/Delete, etc. iii) The 6th test case was comparatively harder than other 5(but it was easy ) . involved rate limiting + ID route changes. iv)Passed all test cases ✅(6/6) Hope this helps someone preparing for Amazon SDE Intern!

• 
  aly ・❥・ (@destinyndmore) reported 49 minutes ago

  understanding jude’s complexity won’t even be a problem cause amazon will decomplexify it for sure ugh

• 
  Ajit - Stocks | Business | AI | Tech | Geopolitics (@Anvayance) reported 49 minutes ago

  The current explosion in corporate profitability is completely masking a massive structural distortion in the stock market. S&P 500 companies just delivered a staggering 29.2% aggregate earnings surprise for the second quarter of 2026. This absolutely dwarfs the historical 5 year average of just 7.0%. Blended net profit margins have officially hit an unprecedented all time high of 16.9%. However, this entire market narrative is being heavily carried by isolated accounting anomalies at the absolute top. Alphabet reported a massive 98 billion non operating gain while Amazon added 53.4 billion from external investments. If you strip out those two massive outliers the actual earnings surprise drops significantly down to 10.9%. Executives are loudly praising AI productivity while ignoring the fact that the underlying gains are heavily concentrated. The broader index may be hovering near record highs of 7,757 but the foundation is incredibly top heavy. Investors buying the headline index today are blindly trusting that these massive margin outliers will last forever.

• 
  Juan Emiro Herrera (@JuanEmiro) reported 49 minutes ago

  @amazon @AmazonHelp 5/This is the core problem: @Amazon's human agents and automated risk systems are completely disconnected from each other. One side tries to help, the other side undoes it hours later, with no coordination. That's not customer service — that's organizational chaos.

• 
  Hooman Deals (@HoomanDeals) reported 50 minutes ago

  @NicolesChoice1 Amazon had a glitch on their prices and it didn't last that long at all.

• 
  Ted D. (@Ted_D_Fate) reported 53 minutes ago

  @AmazonHelp Why lie about shutting down another account of mine if I never had another account ? Why not put a pin on my physical orders so they won’t get stolen ? As I requested for previously but was told that it’s reserved for high price items. 🤔

• 
  Sympathy (@SympathyDBD) reported 60 minutes ago

  @parasitebee_ the farthest main Europe servers are 4 hours apart... east to west in the US is 45 hours apart. yeah definitely no need for a ******* central server, as if having a consistent central server would also lower ping for people cross connecting because it would be routed through a central server. not even to mention the fact that so many servers, like the ohio one, almost are never online. i seriously think its a glitched issue or something because its amazon servers. i literally can connect to the same ones and they are always online on other games. and i also get like 20 less ping on other games outside of dbd.

• 
  Greg (@GregbroPaTesla) reported 1 hour ago

  @Big_Tech_Bull @XCreators I just kind of know you and didn’t hunt you down for a message I’m lazy Btw I think I’m going deep in Amazon next week Bought $250k