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 (43%)
• Errors (34%)
• Sign in (23%)

Live Outage Map

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

City	Problem Type	Report Time
Wichita	Errors	13 hours ago
Knoxville	Sign in	1 day ago
Iztapalapa	Sign in	2 days ago
Frankfurt am Main	Website Down	3 days ago
Canton	Website Down	3 days ago
Mesquita	Sign in	4 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:

• 
  Ghyan (@GhyanOnX) reported 4 minutes ago

  Outstanding customer service, @amazonIN @AmazonHelp: 1. Botch my order 2. Fail to pick it up for 10 straight days 3. Have your highest escalation team act like arrogant trash and hang up on me :) You screwed up, you refuse to fix it, and your support is a toxic joke!

• 
  STL Sports Fan (@BStock72) reported 5 minutes ago

  @TheRy_InSTL Regardless, it's a terrible look that for Dallas and Anaheim it's part of the standard Amazon offering but for us it's an add-on service.

• 
  Humberto (@patife) reported 5 minutes ago

  @ericwdolan Sure I meant more that things get transformed! Postal services were about letters, os they move parcels/ amazon boxes. Email service was about .. email, now they’re about identity/ login.

• 
  Robert Yang (@robertythoughts) reported 9 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 🙏

• 
  Duck (@penguinfiles7) reported 11 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.

• 
  Quan S. (@Quandalyn) reported 11 minutes ago

  @AmazonHelp Not true! A generic email generated by Amazon is not fixing the issue! There is no way to reach this department, which is problematic AF!

• 
  rai (@rai_razwan) reported 13 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

• 
  Raye (@rayemarkets) reported 18 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.

• 
  Hondo - Old School SWAT (@HondoTrades) reported 20 minutes ago

  @Rob_Shenanigans There are lots of causes for your perceived problems. Apple's CEO's wealth is not one of them. You should start with outrageous gov't spending and waste, then go from there. The vast vast majority of American's lives are better because Bezos created Amazon. Any yet the far left thinks its unfair that he is wealthy. You could take all his wealth, and it would hardly dent gov't deficts/debt.

• 
  JD Fox (@JDFoxOnX) reported 20 minutes ago

  @skinroja203 American business ceases immediately and zero imports come in. Walmart, Amazon, Costco shut down. No gasoline, jet fuel or kerosene. That means no trucks to deliver goods to the Canadian stores. All food is gone from the stores within three days while everything warehoused ruins on shelves. The major concern would be how are families going to be fed. A Canadian who sees his starving children while also dealing with other Canadians looting HIS resources that he might have. It’s bad. Really bad. Again, I hope it never happens because it would be complete and total devastation. That’s the power of the US war machine and economy. Factor in we don’t have to take it to the other side of the world but is right next door makes it even easier and more terrible

• 
  Secret Apps (@getSecretApps) reported 25 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?

• 
  Atul srivastava (@atul370) reported 25 minutes ago

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

• 
  지우 (@minccino02) reported 25 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

• 
  Grassroots Army (@GrassrootArmy) reported 29 minutes ago

  They don’t scream far right because we’re extreme. They scream it because so far we have been right about the border, the shots, the schools, the crime, the kids, and every other disaster they created. That is not luck. It comes from refusing to outsource your backbone to the government. Men are not found. They are forged through faith, work, family, and the decision to stand when everyone else folds. That is why I wrote the Amazon best seller, “Men Are Forged, Not Found”. Too many young men are being told they are the problem instead of being given the tools to become the solution. Culture wants them soft, dependent, and silent. The book is the opposite of that. Discipline. Responsibility. Action. Standards you actually keep. Get it on Amazon in hardcover, paperback, or Kindle. Listen on Audible or Apple Books. Buy one for yourself and one for a young man who still has time to be forged so when the time comes, they stand up against the “nanny state”. 💪🏽🫡🇺🇸

• 
  halle berri🍒 has a “A” in biology (@beyhiveee98) reported 33 minutes ago

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

• 
  AFCB Oldgit 🏴󠁧󠁢󠁥󠁮󠁧󠁿🇺🇦 (@AFCBOldgit) reported 35 minutes ago

  @DeborahHD @amazon I don't know about you, but we sometimes have an English girl deliver to us, she's EXCELLENT, but it's virtually always foreign delivery drivers that are the problem, and some, hardly speak English, so whether they're trying to do everything to avoid talking I've no idea 🤷

• 
  C H (@Homie_san) reported 36 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.

• 
  American Freedom (@AFPfortheUSA) reported 37 minutes ago

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

• 
  tim212 (@tim2_12) reported 38 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.

• 
  Dawso (@jensuedaw) reported 41 minutes ago

  @SuisKirk33160 @omgsidewalks Guess you need to have a shared sense of humanity, a sense of common decency to think people matter. As a self-funded retiree, l ask nothing from 'working class folks' but when Amazon workers need food stamps, the US has a problem.

• 
  Miami Dolphins Flag Guy (@clay8269) reported 42 minutes ago

  @branderson7474 @AdamSandler I watched so many people retire from the miliary buy a brand new flag fold it place it in their shadow box. I want my flag to have a story not some brand new flag straight from Amazon. The value is my flag will have a story I can pass down.

• 
  Lori Jo 🤪 (@LoriStory20) reported 43 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.

• 
  Good Morning Donkey Fans (@mornindonkeyfan) reported 44 minutes ago

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

• 
  m masquer (@masquer_m14438) reported 45 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'.

• 
  ˖ . ݁𝜗𝜚. ݁ (@celestiaIjay) reported 45 minutes ago

  thank god i kept my broken amazon knock off since og fate tour

• 
  Your.Favorite.Beach7 (@ldygltrspkls031) reported 51 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.

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  Duane - 🧙‍♂️🖖 - keybase.io/dfk (@honestduane) reported 53 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.

• 
  Akin Oríjà (@mapolami) reported 57 minutes ago

  Localization strategy - maybe the can learn a thing or two about Amazon in China. Tiered Services - maybe could have helped cater to different customer segments like Netflix does. As for the drivers who gamed the platform for immediate gains, this market exit has pulled down the entire house. We must always consider the big picture of our actions.

• 
  Kolluru Akhil Teja (@akhilteja099) reported 57 minutes ago

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

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  Sebastian Caniulao | Ecommerce Email & Growth (@canipack21) reported 58 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.