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 (23%)

Live Outage Map

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

City	Problem Type	Report Time
Palmyra	Errors	2 hours ago
Paris	Sign in	11 hours ago
Santa Fe	Website Down	16 hours ago
Township of Evan	Sign in	20 hours ago
Monterrey	Errors	1 day ago
Brigham City	Errors	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:

• 
  지우 (@minccino02) reported 3 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

• 
  halle berri🍒 has a “A” in biology (@beyhiveee98) reported 4 minutes ago

  I’ll start it off: let’s burn down Amazon

• 
  Sebastian Caniulao | Ecommerce Email & Growth (@canipack21) reported 6 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.

• 
  rai (@rai_razwan) reported 6 minutes ago

  Man Utd turned down £10m+ from Amazon last year because Amorim didn't want cameras around. Amorim's gone. Carrick's in. All or Nothing is now on for the whole of 26/27 — at a record fee for a football documentary. Bold move, filming this one. #MUFC #PremierLeague

• 
  The Powerful Katrinket (@katrinket17) reported 6 minutes ago

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

• 
  Mike (@PhotonForger) reported 12 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.

• 
  Duck (@penguinfiles7) reported 13 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.

• 
  Secret Apps (@getSecretApps) reported 14 minutes ago

  Alexa for Shopping can now tell you if that Amazon text, email, or call is real. Ask what you got, when it arrived, and what it said. It checks Amazon's own send log and answers in seconds: from Amazon, not from Amazon, or can't verify. Open the Amazon app, tap the Alexa icon, and ask something like "Did Amazon text me about a delivery problem yesterday?" US only for now. Would you ask an AI before you tap a scam link?

• 
  Jake Martin | Amazon Advertising 🛠 (@jake_rm_) reported 14 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!

• 
  Matt Pauley 🎙️ (@MattPauleyOnAir) reported 17 minutes ago

  Perhaps I’m not being fair and Amazon just picked up the Victory + deals in Dallas and Anaheim and eventually they will also start charging like the other Prime teams. But the optics are still terrible. #stlblues

• 
  mitrebox (@mitrebox) reported 21 minutes ago

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

• 
  Rochelle (@itsrochellaa) reported 21 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

• 
  Devendra Agarwal (@devendra0202) reported 24 minutes ago

  @amazonIN @amazon @AmazonHelp website was fake. With my previous experience, I can say that they never deliver items in such cases. Amazon system does not support customer in such cases. There was a time, when Amazon cared for customers, but not any more. This time, I will escalate this issue, will (3/4)

• 
  Tesla_Optimus (@Tesla_Optimus_K) reported 25 minutes ago

  Piper ******* says Amazon's AI spend still clears. Meta and Google's returns don't. Aug. 31 note: Overweight Amazon, $320 target. Amazon's ROIC averaged about 17% from 2018–2025 and they see ~14% in 2026 — ugly versus history, least ugly versus peers. Meta's ROIC is sketched down ~27 points from 2024 to 2027, Alphabet ~26. Champion's split is simple: Amazon pours into AWS, a metered business. Meta and Google are pouring into frontier models whose payback is a press release. Jassy actually walks payback periods on the call. The other two talk products and infrastructure. Amazon's ROIC can still sag if they overbuild or price-war the cloud. It's just not falling off a cliff the way the model labs are. Same capex boom. Three different receipts. Source : Yahoo Finance #Amazon #Meta #Google $AMZN $META $GOOGL

• 
  Loganpendragonmultiverse (@loganpendragonm) reported 26 minutes ago

  @SOOPLLC My advice after routing for many, many decades and not having a traditional publisher: there are two routes when it comes to publishing. You don't necessarily have to make them mutually exclusive but you either get published by a publisher in some scenario or you self-publish. There are different versions of each one. My recommendation is to decide upfront what you want to do, which route you want to pursue. Again you can do both but you've got to put time into whichever one you decide to do because if you're going to do traditional publishing then it requires a different approach for that. You need to: - draft your book - write your books - do a rough draft - write them - get it to a final draft - get better readers - get it in front of editors - get it in front of companies That means sending out manuscripts to many publishers and waiting forever. The alternative is self-publishing. I struggled with this for a long time. I didn't want to spend six years of my life writing and just dumping my manuscripts out to different publishers, hoping someone grabbed it. What I did is I just said, "You know what? I'm on a right for the passion of writing and I make money off of it. Don't get me wrong but that's not the reason why I do it." I don't make a whole lot off my writing right now and I may never find with that but I finally had to decide that my passion is writing, not publishing. What I started doing is I'll write the books. I believe in the snapshot theory so I don't ever try to make my work perfect but I make it as perfect as I can at that point in my development. I'll write a book, I'll get it edited, and I'll normally go through about three drafts over time. I'll take breaks from it. After the rough draft, when I feel like it's ready to publish, I put it on Amazon KDP, drop it into Select, and leave it. I'll move on to another book. I try not to obsess over it. Some of them grow, some of them don't. Some of them, months down the road, will finally get some traction and I'm not a big-name famous author by any means of the stretch. I have very few readers in fact but I've made some money off of it and I've got some growth. I've had quite a number of reads and some of my stuff takes off, some of it doesn't, but it's just the fact that I have a passion for writing. My recommendation for an aspiring author is to decide which route you want to take and gear up to pursue that route with vigor because if you get consistent and keep pushing, you never know what will happen.

• 
  Steve Wise (@SteveWise_OT169) reported 32 minutes ago

  @Lord_Sugar Amazon is effective because it exists within a competitive environment. That is the real problem with the NHS. It needs to be broken up and made competitive.

• 
  Jill🇬🇧🏴󠁧󠁢󠁳󠁣󠁴󠁿💂‍♀️🐶🐾❤️ (@RoyalFan5457) reported 33 minutes ago

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

• 
  Michael Rucker (@wmrucker) reported 33 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)

• 
  🤖 (@artificialfries) reported 41 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

• 
  Saharcia (@sofija9797) reported 44 minutes ago

  @Vengerin @mariaquevedo07 tbh I don't think Amazon would even let Alastor get cut out of S4 + maybe he has tons of lines and songs with other characters? and like someone else said, may be scheduling issues or Amir is just trolling

• 
  Bulletproofsoul (@bulletprfsoul) reported 44 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!

• 
  Elephant (@808crypto) reported 45 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.

• 
  Your.Favorite.Beach7 (@ldygltrspkls031) reported 47 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.

• 
  Atul srivastava (@atul370) reported 49 minutes ago

  @AmazonHelp Poor pathetic service by @amazonIN @AmazonHelp no one contacted me nor no one bothered for customer issues.

• 
  Raye (@rayemarkets) reported 49 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.

• 
  Lil’ Tim (@tinyTim420247) reported 53 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.

• 
  Madhu Bhavaraju (@madhubhavaraju) reported 54 minutes ago

  Two pieces of news in the ad tech world. Amazon has been sued over ad auctions and Google has been asked to make some changes. The problem we really have is information asymmetry. The tech platforms control the full value chain Audience -> auction -> measurement -> attribution -> optimisation This makes them super efficient beasts but at the cost of transparency. ROAS published should be a guidance and not THE single source of truth. Brands have to build an independent source of measurement such as blended CAC, repeat rate, incremental sales, and new customer rate.

• 
  JK47 (@Habanero_Jefe) reported 58 minutes ago

  @mookiealexander Dumb move...I like / respect DM, but blending SNL tabloid news skits into MNF was a giant F - . Then they doubled down by bringing in Tony K... then C.C... The **** list goes on... glad A.M bounced and got PAID 💰 by Daddy Amazon... he earned it

• 
  AI News (@ainewsusa) reported 58 minutes ago

  This is smart, but it’s a band-aid. 🤔 Amazon created the phishing problem by training us to trust its emails; now it’s selling an AI guardrail instead of fixing delivery verification itself. Still, if it stops one grandma from losing her savings, it’s worth the rollout. 💸

• 
  American 🇺🇸 (@SupportAmericaF) reported 1 hour ago

  @akafaceUS Fry’s Electronics used to be my number one store for everything from basic diode bulbs to high-end computers, monitors, and cameras. But everything changed during one specific visit. I went in to buy a 9-volt battery adapter and asked an employee if they had it. He told me flat out, "We don’t carry those—go buy it on Amazon." Right then, I knew the company was doomed. Exactly one year later, every single Fry's store closed down for good.