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	48 minutes ago
Brigham City	Errors	21 hours ago
Paris	Website Down	23 hours ago
Laurel	Errors	24 hours 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:

• 
  ChefDankerton (@Dankert315) reported 7 minutes ago

  @ThoughtCrimes80 There's always 1-4 accidents as well. Last time I went down 2 weeks ago, and Amazon truck smashed an exit divider. It was 1 ******* lane for a 1/2 a mile.

• 
  Raye (@rayemarkets) reported 10 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.

• 
  Anastasia 🇺🇸 (@Anastasia_Vibe) reported 11 minutes ago

  Finding @amazon customer service on the site to get help with a real issue is like finding gold. On an astroid. In deep space. In another dimension. 🤨 It's almost like they hide it to avoid their customers. #amazon

• 
  Sidhant Singh Lalla (@sidlalla1) reported 11 minutes ago

  @PointsPro @man1sh_golcha Same. Counting down with gritted teeth on amazon pay and cred txns.

• 
  Mhykhael (@mhykhael) reported 12 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.

• 
  Onyx Novha (@ItzNovhaTV) reported 15 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.

• 
  tim212 (@tim2_12) reported 18 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.

• 
  🍳 (@2kiview) reported 19 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?

• 
  Elephant (@808crypto) reported 20 minutes ago

  @commonsenseplay This is a terrible take. AI has generated well over a trillion dollars in revenue since 2023. The people buying the chips, META, Amazon, Google, Microsoft, SpaceX know exactly what they're doing.

• 
  Gord ‘Human Truck Driver Respecter’ Magill (@GordMagill) reported 21 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.

• 
  Rana Pratap Singh (@ranapratap125) reported 22 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

• 
  C H (@Homie_san) reported 22 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.

• 
  Guy (@thatoneguy7560) reported 24 minutes ago

  I mean I agree, but I think this is a wider streaming problem than just Marvel. Apple, Amazon, HBO etc. all seem to have moved toward this model, where writers have less creative authority and there’s no real showrunner running the whole thing

• 
  MassGuy (@RealMassguy) reported 28 minutes ago

  @DailyPlanetoid @2fort4 What evidence proves he didn't do it? Nothing. What proves he did it? His DNA. His Knife purchase. His knife being missing. Attempting to delete his Amazon purchase history. Driving during the murder window in the same type of car they were looking for. Powering down his phone from just before the murders until just after. **** porn consistent with the crime (sleeping, passed out, etc). Stolen female ID's in a glove in a box in his closet. 23 prior late night trips to the area, and never going back to Moscow after the morning of the murders.

• 
  Lori Jo 🤪 (@LoriStory20) reported 29 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.

• 
  Steve Cavalier (@Drstevecavalier) reported 31 minutes ago

  HEAD IMPULSE NYSTAGMUS TEST OF SKEW (HINTS) The HINTS is used at the bedside to help differentiate a peripheral cause of vertigo, such as vestibular neuritis, from a central cause, such as cerebellar stroke. 1.Head impulse – the patient fixates on the examiner’s nose. The examiner turns the patient’s head side to side a few times, then stops. If the patient’s eyes remain fixed, the test is negative. If a “catch-up” eye movement is required, the test is positive, indicating a peripheral disorder.  2.Nystagmus refers to rhythmic, jerky, involuntary eye movements. If the patient has unidirectional (to one side) nystagmus, even with a slight torsional component, this suggests a peripheral disorder. Nystagmus that is bidirectional, vertical, or primarily torsional indicates a central problem, such as a stroke.  3.Test for skew – when the eyes are alternately covered and uncovered while the patient fixes on one point, a vertical repositioning is called skew. The presence of skew indicates a central abnormality. HINTS performed by an experienced examiner is considered highly reliable in differentiating central from peripheral causes of acute vertigo. You can read more about this and many other aspects of vertigo in the new book “Vertigo and dizziness: A No-Nonsense Approach,” now available on Amazon.

• 
  leelakurup (@leelakurup) reported 32 minutes ago

  @Tukaram_IndIAS Sir what about companies do not deliver items prepaid and show on line its delivered. Amazon delivery is doing it off late. Then call them convince them item not delivered. Big problem. Any remedy??

• 
  Captain Coordination (@KleptoBek) reported 33 minutes ago

  @akafaceUS A lot of malls died long before Amazon became a thing, due to security challenges & ridiculously high overhead costs, among other problems.

• 
  Paul Roundy (@PaulRoundy1) reported 41 minutes ago

  @JeffersonianAll @ChrisGloninger I was among the first scientists to highlight in the media the risk this El Niño event becomes the worst in centuries. But the resulting Amazon & Indonesian fires are natural in those regions. These ecosystems need occasional fire. The human communities will indeed have problems & should be preparing now (or last year). The Indian monsoon has been in drought, but nothing like 1877, & they're much better prepared today. But in terms of climate change, very few organisms are dying out because of temperature. It's about the smallest aspect of modern extinction. What actually matters? Over hunting, overfishing, & direct mechanical habitat destruction. The climate bodies are wrong. IPCC has it roughly right, but a little hyperbolic because of reliance of so many papers on RCP 8.5. I've even published studies using it.

• 
  Tril3 (@Tril36) reported 43 minutes ago

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

• 
  ForArt (@ForArt) reported 46 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?

• 
  지우 (@minccino02) reported 47 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

• 
  Duck (@penguinfiles7) reported 47 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.

• 
  Further Records (@furtherrecords) reported 48 minutes ago

  @thsottiaux ChatGPT Work took over a live Amazon Seller Support chat over $82.50, then stopped monitoring despite explicit instructions. The chat expired. A fresh Work browser now blocks Seller Central, with no ETA or workaround. It caused the failure, then removed the way to fix

• 
  American Freedom (@AFPfortheUSA) reported 49 minutes ago

  @AmazonHelp 12 hours? That's terrible customer service. Do better. I'm done being a customer

• 
  지우 (@minccino02) reported 57 minutes ago

  @AmazonHelp I have been unable to resolve a serious account issue through standard Amazon customer support, despite three weeks of repeated calls, and I would like this matter escalated to a specialist or executive team.

• 
  Robert Yang (@robertythoughts) reported 57 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 🙏

• 
  Gerhard Mack (@GerhardMack1) reported 1 hour ago

  @AmazonHelp @amazon It's a solved problem now thanks. But really there needs to be an option for "The delivery person did the complete wrong thing"

• 
  PrAkAsH ShArmA (@prakash__sharma) reported 1 hour ago

  @AmazonHelp @amazonIN @jagograhakjago Nothing is going to happen I have repeatedly shared my concerns on 2-3 occasions in last 1 months or more but the same issue keeps repeating And I had to cancel order as order never delivered on time as shown when placing order neither we can connect with delivery agent

• 
  Sebastian Caniulao | Ecommerce Email & Growth (@canipack21) reported 1 hour 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.