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.

• Errors (46%)
• Website Down (32%)
• Sign in (23%)

Live Outage Map

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

City	Problem Type	Report Time
Easton	Errors	1 hour ago
Birmingham	Sign in	4 hours ago
Paris	Website Down	10 hours ago
Kansas City	Website Down	12 hours ago
Cadillac	Website Down	20 hours ago
Atlanta	Website Down	21 hours 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:

• 
  OrthoJosh (@JoshOrtho) reported 5 minutes ago

  @sarahdactyl123 My wife is from London can confirm.. She couldn’t even order a kitchen knife from amazon without it being a crazy problem.

• 
  JioCare (@JioCare) reported 7 minutes ago

  @jeevan_nigam Hi Jeevan, we apologize for the trouble caused to you. We have checked your current plan doesn't provide a Netflix and Amazon Prime subscription. To enjoy Netflix and Amazon, you need to recharge your account/upgrade to a higher plan as you are currently on plan offer (1/2)

• 
  Rohit Das (@rdas063) reported 7 minutes ago

  Problem not yet resolved by @AmazonHelp It seems they are truly forcing Consumer to use their preferred upi company @jagograhakjago jaag jaooo

• 
  jon (@jnewfl) reported 9 minutes ago

  @Johnny_Detroit @awkwardgoogle If you earned commission, then you absolutely could; the problem is not Best Buy but so much competition out there like Amazon that doesn’t require commission.

• 
  Chatty Sisa (@ChattySisa) reported 10 minutes ago

  Sad day to hear this, but not really surprising. IMO the post also immediately identifies WHY Amazon cancelled the show: "It was a series that avoided the pitfalls of several modern remakes and reboots by fully embracing the core of its predecessors: action, adventure, exploration, wonder, heart, humor, and found family." See, that's exactly the problem with the uber-woke Amazon - they need to re-imagine, re-make and re-boot everything they get their hands on to please the non-existent "modern audience" and destroy any franchise they can get their hands on. The Rings of Poop are the perfect example for this. I'm still hoping that a more serious and NORMAL company will pick this up at a later stage and still produce the series. With the existing large fanbase success is almost guaranteed if you stick to the original core values.

• 
  MarketMaverick (@DiaTSLAPLTR) reported 14 minutes ago

  $RZLV, FULL UPDATED ANALYSIS | June 2026 I've been away from this stock for three weeks. Here's everything that happened, what it means, and where the thesis stands. WHAT YOU MISSED SINCE MAY 10: 1. TraceWare Peer Reviewed at ACM UMAP 2026 (May 19) This is the singlemost important development since I last posted. A peer reviewed paper co authored by Rezolve AI Labs and the University of Sarajevo was accepted at the 34th ACM International Conference on User Modeling. Results: 99.5% to 100% user-state accuracy, 84-99% coverage, near-zero false positives, tested across 90 real eCommerce sessions and 2,000 events, across multiple foundation models, WITHOUT retraining any of them. Why this matters: in my technology moat analysis, I gave Rezolve a 4/5 Tech Depth score but flagged that benchmarks were self-published. That criticism is now partially addressed. ACM is a legitimate academic conference with blind peer review. This isn't Rezolve grading its own homework anymore. But here's the bigger strategic shift nobody is talking about. TraceWare works across ANY foundation model, GPT, Claude, Gemini, whatever. That means Rezolve doesn't need enterprises to replace their existing AI with brainpowa. They can sell TraceWare as a verification layer on top of whatever model the retailer already uses. That's a fundamentally easier enterprise sale and a dramatically larger addressable market than "adopt our LLM." @realDanWagner latest post on X makes this exact pitch, positioning Rezolve as the reliability layer while Mastercard, Google, and Amazon build the consumer interface. This is the most important product pivot in the Rezolve story. 2. Enhanced (ENHA) Multi-Million Dollar Partnership (May 18) Rezolve signed a deal to power Enhanced Games' Live Enhanced consumer platform, AI medical concierge, fan engagement, mobile first digital experience. It's a named, multi million dollar contract. The strategic value is modest (Enhanced Games is a new entity, not an established enterprise), but it shows Brain Suite deploying outside core retail into sports and consumer health. Revenue contribution likely small. 3. CMRC Proxy Fight, Quietly Stalled The May 14 Commerce annual meeting happened. The incumbent board survived the director vote. No subsequent deal announcements, no sweetened offer, no tender. The June 1 press release makes zero mention of CMRC. Dan's recent tweets are about TraceWare, not Commerce. It appears Rezolve has quietly moved on, which is exactly what Dan said he'd do on the investor call: "If it turns out to be a waste of our time, it will make no difference to our long-term plans." This removes a management distraction and refocuses attention on standalone execution. 4. $360M FY26 Guidance Reiterated (June 1) This is the press release that dropped this week. Let me break down what's actually new vs what's repackaged. What's NEW in this release: -TraceWare is now a named core product alongside brainpowa. Previously the pitch was brainpowa, Brain Commerce, and Brain Checkout. Now there's a fourth pillar: TraceWare as a standalone verification layer. This is a product line expansion with its own go to market. -Answer Engine Optimization (AEO) introduced as a new product category. As consumers discover products through ChatGPT, Gemini, and Claude, merchants need visibility in AI-generated recommendations. Rezolve is positioning to own "SEO for AI." Smart timing, this market barely existed 12 months ago. -TCS (Tata Consulting Services) named as a strategic partner alongside Microsoft and Google. TCS is the world's largest IT services company. Adding them as a channel partner opens distribution into thousands of enterprises that TCS already serves. - Customer count: 1,000+ enterprise customers (up from 950+ at year-end 2025). Net ~50 adds in roughly 5 months. - Language: "momentum accelerating throughout the year" this is the key phrase. If true, Q2 should show a material step-up from Q1's $60M. What's REPACKAGED: The $360M guide, Q1 $60M reference, 7.5x growth, $30T retail TAM, and $3-5T agentic commerce estimates are all from prior releases. No new financial data. "UNCHANGED CONCERNS" 1- $360M guide requires 67% monthly acceleration from Q1 pace. Floor confirmed, ceiling not. 2- Material weaknesses in internal controls, no public remediation update. 3- $102M short-term Crownpeak debt, refinancing status unknown. 4-DBLP governance, 13D/A confirmed 91% of the "9M share acquisition" was par-value compensation, not open market buying. Trust issue unresolved. 5-SQD/RezolvePay, still pre-revenue despite Revolut listing. "NEW RISK" Stock flat at $2.85 despite weeks of positive newsflow (TraceWare validation, Enhanced deal, TCS partnership, guidance reiteration). The market is not rewarding the narrative. Either the market is wrong or it's pricing in execution risk that the press releases don't reflect. Both are possible. H1 is the make or break filing. Everything else is noise. Still long. Eyes wide open. DYOR $RZLV

• 
  Dmandork🇺🇲 (@Dmandork) reported 15 minutes ago

  @JezziiB So should we shut down Amazon shut down Target shut down every single Corporation because you think they're making too much money? Do you not want things available for you to buy?

• 
  glitchykaku (@glitchykaku) reported 20 minutes ago

  @synthnostate amazon bought and hold the rights. they will prolly eventually release something down the line, but its gonna be woke as ****. if the og show runners are now out of the equation, its gonna be trash like the new startrek.

• 
  ✨𝕥𝕙𝕚𝕤🥹 is the age of ✨𝕞𝕦𝕕💖 (@greenstain58) reported 23 minutes ago

  people dont get it this is genuinely how amazon makes you feel . 3rd day (my groups training had technical issues so we shouldve been doing stuff a day earlier) i was miserable

• 
  D & L 🇺🇸💪🏻🚔 (@honor_dennis) reported 26 minutes ago

  @Kathy_Arizona FYI, I have a 2017 KIA and I too had an issue. The car sporadically would not start and other times start perfectly normal. I know that I replaced the battery six months earlier so I didn’t believe the battery was going bad so I thought it was the starter. I saw a video on YouTube that says that the relay could be going bad so it did a quick test by removing a relay for my rear window defogger and I replaced the starter relay and I hadn’t had a problem since. So I went from possibly needing a $300 starter to an eight dollar starter relay on Amazon.

• 
  Ivan Burazin (@ivanburazin) reported 27 minutes ago

  We went for an AGPL license because we didn't want the elastic problem. While JP Morgan can run @daytonaio internally for free, Amazon can't spin it up and run a competing service without open-sourcing everything they build on top. The ideal long-term goal is to separate the truly permissive core (MIT or Apache) from the enterprise-scale features. Individual developer value in one repo, and compliance + audit logs + reporting in another. You can be genuinely open source in the parts that matter to the community and protect the parts that only matter at scale. We didn't have time to do that cleanly on v2, so AGPL was the fastest defensible choice.

• 
  SHIVAM GUPTA (@shivam_gupta) reported 27 minutes ago

  @AmazonHelp @AmazonIN Damaged and incomplete Panasonic AC delivered (Order #407-7743041-8234736). Executive Customer Relations acknowledged the issue, but return pickup is still not scheduled despite multiple follow-ups. Please help resolve urgently.

• 
  very online guy (@lovelucydacus) reported 29 minutes ago

  @roylmurry425 U are a terrible writer. U pretend to be a best selling author meanwhile u bought ur followers on twitter, ur books are damn near free on Amazon, and you’ve barely ever sold any even when they are only like $1. Pretending to have 40k followers meanwhile you have no fans 💀

• 
  Jonah 📦 (@jonahhodges_) reported 30 minutes ago

  Most sellers chase the perfect Amazon listing. Keyword-rich title. 7 pro images. A+ content. Brand owner in the buy box. Clean reviews. That brand already figured Amazon out. You're 18 months late. Walk past it. The money is in the listings nobody wants to touch: — Two product images. — Title with no keywords. — No A+ content. — Random reseller in the buy box. — Brand has no control. — Doing $40K/month anyway. If a broken listing is doing real volume on incompetence, imagine what it does when you fix it. You call the brand. You tell them their hero SKU is leaving $200K/year on the table. You offer to rebuild it — on your dime — because you're going to buy their inventory anyway. Now you own the channel. Now the random resellers are gone. Now the brand has a real partner instead of three guys fighting for scraps. The ugly listing is the opportunity. The perfect one is somebody else's win.

• 
  Jaynit (@jaynitx) reported 30 minutes ago

  Jeff Bezos reveals the simple framework he used to make every major decision at Amazon "If you make the wrong decision, if it's a two-way door decision, you walk out the door, you pick a door, you spend a little time there. If it turns out to be the wrong decision, you can come back in and pick another door" "Some decisions are so consequential and so hard to reverse that they really are one-way door decisions. You go in that door, you're not coming back. Those decisions have to be made very deliberately, very carefully" "Two-way door decisions should mostly be made by single individuals or by very small teams deep in the organization" "One-way door decisions are the irreversible ones. Those should be elevated up to the senior most executives, who should slow them down and make sure the right thing is being done" "When I was CEO of Amazon, I often found myself in the position of being the chief slowdown officer"

• 
  Kapil Suvarna (@kapilsuvarna) reported 32 minutes ago

  @AmazonHelp @amazonIN Req to resolve this issue - "Packages not received" . Status - "Packages delivered to resident" I am the resident. Packages not received. Sending details via DM

• 
  🐰✨Stark✨🦝🏳️‍⚧️🏳️‍🌈 (@Bunny_Stark89) reported 32 minutes ago

  @Jinnie877 My PC died an i haven't had the money to fix it. An I'm still payin off the damn thing 😭 never buy amazon referbs. It would be fun to get back into it, now that there's a community an stuff. But that probably won't be for a long time.

• 
  Forrest Knight (@ForrestPKnight) reported 33 minutes ago

  @thdxr This is a confusing comparison. Amazon made AWS out of necessity to solve their scaling issues, then realized all companies face this same issue so why not package it and sell as a service. The 3 examples you gave don't have this same fit.

• 
  seedmole - END ANTIZIONISM (@seedmole) reported 35 minutes ago

  @amazon You're really hurting your goodwill with this decision. Maybe you didn't realize how much people like Stargate, or how many fans of it became such within recent years, but you're making a terrible decision by doing this.

• 
  ANATOLII VOLF (@Anatolii_Volf) reported 37 minutes ago

  Global tech giants are sitting on losses after spending $1.4 trillion on artificial intelligence development: Amazon is down $291 billion, Google is down $262 billion, Microsoft is down $235 billion, and Meta is down $227 billion. "Investing in the future" is expensive these days

• 
  Thunder and Lightning ⛈️ (@standingwatch86) reported 40 minutes ago

  @fandompulse And there it is. They weren't making something for the MODERN AUDIENCE. Don't worry, Amazon will "fix it".

• 
  DB Steiger (@DBSteiger) reported 40 minutes ago

  What the actual hell, @amazon ? You people are broken and need someone better in charge of making these decisions. Go put it to a focus group.

• 
  Ria (@RiaRevealed) reported 41 minutes ago

  @AmazonHelp @amazonIN Medicine order marked Delivered but never actually delivered. My watchman confirmed nothing was received. Customer care's solution? Wait 24 hours. When I questioned the delay for an urgent medicine, the executive turned rude and acted like disconnecting the call was more important than helping a customer. False delivery updates, zero accountability, terrible customer service. Amazon customer support now deserves a 1/10 at best. @jagograhakjago

• 
  Arishekar N (@arishekarn) reported 42 minutes ago

  Prime Day is not 20 days away. For most Amazon sellers, it is already here. That may sound dramatic. But Prime Day performance is largely determined before the event ever starts. The biggest misconception I see every year: Prime Day is an advertising event. It isn't. It's an inventory management event disguised as a marketing event. Think about the timeline. Before a customer clicks "Buy Now": → Inventory needs to be manufactured → Suppliers need to ship → Containers need to move → Warehouses need to receive product → Prep centers need to label and process → Amazon needs to receive and make inventory available A shipment delayed three days at origin can become a week-long delay by the time inventory is available for sale. That's why experienced operators aren't asking: "How much revenue can we generate during Prime Day?" They're asking: "How much inventory can we confidently support through Prime Day?" Those are very different questions. The sellers who struggle every July usually make one of three mistakes: 1. They forecast based on optimism instead of data. Prime Day demand isn't linear. When traffic, rankings, and conversion all spike at once, demand accelerates far faster than most models predict. 2. They focus on units sold instead of weeks of coverage. Revenue targets don't protect you from stockouts. Inventory coverage does. 3. They assume inventory shipped equals inventory available. Amazon cannot sell what it hasn't received. Visibility matters more than ownership. This week, every seller should know: — Current days of supply by SKU — Inbound inventory status — FBA receiving risk — Promotional inventory allocation — Backup replenishment options One question worth asking today: If your best-selling SKU sells 40% above forecast during Prime Day — what happens? If the answer is "we run out," you still have time to fix it. If the answer is "I'm not sure," that's the problem. Prime Day doesn't usually create winners. It exposes the businesses that prepared better than everyone else. The preparation window is closing. Most sellers still have time but not much.

• 
  Reyd Cronkwright | Email + SMS Marketer For E-Com (@ReydCronkwright) reported 48 minutes ago

  $5,000 spent. $5,000 earned. Roughly break-even on the day I decided to close the business. Then I made one decision that cost me another $4,000. This was a few businesses ago. The Book Elf — an Amazon used-book FBA business I ran starting at 19. The inventory came from an unusual source. My dad runs a mini-storage facility in town. One of his renters had died and never paid. The unit had to be cleaned out. And lo and behold, it was a 12x12 packed full of books. Not too long ago, I'd seen a YouTube video about selling used books on Amazon. Now I had a free supply. I figured I'd give it a shot. For months, I'd haul boxes home from the storage unit. Scan each book with an Amazon scanner app. Sort the ones worth money from the ones that weren't. Clean them up. Print labels. Package them in boxes. Ship them to Amazon for fulfillment. Some weeks I made $50. Some weeks I made $350. After about 6 months, the books in the original unit ran out. I sourced more from a couple of other units my dad had to clear, then started buying lots from bookstores when those dried up. Then the library, when they were offering up their old books in exchange for a donation. Eventually, there was no more free supply, and the margins on bought books were too thin to scale. I let the account run on existing inventory for almost another year. Sales kept coming in, but much slower. Amazon's monthly fees kept running. Eventually, the fees crossed over what I was earning every month. That's when I decided to shut it down. When you shut down an FBA account, Amazon gives you two options. Dispose of the remaining inventory. Or ship it back to you. I chose to ship it back. The reason I gave myself: "I already spent the time and money to get them there." But here's the catch, or the fine print I didn't read. Amazon was going to charge me to ship my books back — I wouldn't have chosen this option if I knew that. Amazon charged me a little under $4,000 in return shipping. I received a pile of books I had no use for and no way to sell. A business that had been break-even on the day I decided to close was now $4,000 in the hole. Here's what I should have asked myself in that moment. What is this inventory worth to me — sitting in this house — right now? The answer was zero. Paying $4,000 to receive something worth nothing to me is one of the dumbest decisions I've made in business. The expensive decisions rarely get made when the business is going well. They get made at the end. When you're emotionally done. When the only thing still anchored to the business is the time and money you've already spent. That's exactly when you should be asking yourself: what is this thing worth to me right now? Not what it cost to get here.

• 
  Whitney Quail (@YTQ) reported 48 minutes ago

  @XboxKaneda Hmmm...that is strange. I stopped putting money into ours. I get the $40 ones off Amazon and they work surprisingly well. And they last. I've had mine for a couple years, no issues.

• 
  Earth Vis (@Earth_Vis) reported 53 minutes ago

  A company that is willing to solve a very hard problem in the long term instead of catering short term investors is what makes SpaceX special. I'm getting tired of these narratives that it hasn't profited or whatsoever. Reinvesting is the key. Amazon has had years of unprofitable because they keep reinvesting. People mock Amazon and stock keeps plundered. When Amazon finally started dominating the market, people only then realised how wrong they were. Same case here, once Starship started operation with fully reusable, and mass manufacturing, it is going to dominate the space industry.

• 
  Definitely Not Dan (@Def_Not_Dan) reported 55 minutes ago

  @Undoomed @amazon @AmazonMGMStudio Axing it because it's likely to appeal to people who will watch it is... well, it's definitely a choice. Probably the right choice, if that's their issue.

• 
  Yasemin Kaya (@yasekay) reported 55 minutes ago

  @AmazonHelp @Mark_Rodricks Well well... wonder who does not have delivery issues with Amazon @JeffBezos

• 
  Blue Horseshoe (@BlueHorse88) reported 1 hour ago

  This is marginally bearish for the Nasdaq, especially if it pushes inflation expectations and bond yields higher. The USTR proposal is not final yet: it proposes 10% duties for some economies and 12.5% for others, with comments due July 6, 2026 and hearings on July 7, 2026. The key point is breadth: the named economies include major supply-chain locations such as China, Taiwan, South Korea, Japan, Mexico, Canada, the EU, the UK, India, Vietnam and others. Tariffs raise domestic import prices, consumers lose, import-competing producers gain, government gets revenue, but there are efficiency losses because production and consumption are distorted. The direct negative would be on companies with imported physical supply chains. Semiconductors, chip equipment, electronics hardware, consumer devices, EV parts, servers/data-centre equipment, e-commerce retail imports, and apparel/textile-linked businesses. Even where final products are exempt, the compliance burden can rise because companies must prove supply chains are clean. Apple-style hardware, Amazon retail imports, Tesla-style global parts, semiconductor equipment/components, and AI server supply chains would be more exposed than pure software businesses. The biggest indirect risk may be the rate channel. If tariffs push up import prices, that can keep inflation stickier. Sticky inflation can keep Treasury yields higher or further delay rate cuts/ increase the chance of rate hikes. Other large economies may also retaliate. Retaliation may not target the same goods. Trading partners could hit U.S. tech exports, cloud/digital services access, antitrust/digital regulation, semiconductor equipment exports, agricultural goods, aircraft, software procurement, or data/localization rules.