Amazon Web Services status: access issues and outage reports

Problems in the last 24 hours

The graph below depicts the number of Amazon Web Services 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 Web Services users through our website.

• Website Down (71%)
• Sign in (14%)
• Errors (14%)

Live Outage Map

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

City	Problem Type	Report Time
Township of Evan	Sign in	23 hours ago
Pottstown	Website Down	6 days ago
Iztacalco	Website Down	9 days ago
Boca da Mata	Errors	21 days ago
Township of Evan	Website Down	1 month ago
New York City	Website Down	1 month 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 Web Services Issues Reports

Latest outage, problems and issue reports in social media:

• 
  Vinit Upadhyay (@vinitcodes) reported 2 minutes ago

  @kirodotdev @awscloud @AWSSupport issues still persist i didn't got any update

• 
  Payal (@payal_codes) reported 3 minutes ago

  Day 1 : "How to Scale an App to 10 Million Users on AWS" If I have to design a system for 10 million users, I won't build everything on Day 1 because it will add unnecessary complexity and cost. I'll start simple with one application server and one database. As traffic grows, if the server starts reaching its CPU, memory, or storage limits, I'll first scale vertically by moving to a bigger instance. Once that is not enough, I'll separate the backend and database so both can scale independently. To avoid a single point of failure, I'll deploy the application across multiple Availability Zones and put a Load Balancer in front so if one server or AZ goes down, traffic is automatically routed to healthy servers. As the number of users keeps increasing, I'll make my application stateless by storing sessions in Redis. This allows me to add multiple application servers behind the Load Balancer and scale horizontally. If my database starts getting overloaded with reads, I'll use Redis to cache frequently accessed data and add read replicas to distribute read traffic. For static assets like images, CSS, and JavaScript, I'll store them in Amazon S3 and serve them through CloudFront so requests don't keep hitting my application servers. If traffic suddenly spikes during sales or events, I'll enable Auto Scaling with CloudWatch metrics so AWS automatically adds or removes servers based on demand. As the application becomes larger, I'll split the monolith into microservices. This allows each service, like authentication, payments, or notifications, to scale independently instead of scaling the entire application. If the database becomes the bottleneck, especially for write operations, I'll use sharding or federation depending on the data and business requirements. Finally, when users are spread across the world, I'll deploy the application in multiple AWS Regions to reduce latency and improve availability. My approach is always the same: find the bottleneck, solve that bottleneck, and only introduce more complexity when the current architecture can no longer handle the traffic.

• 
  Mon (@mon73x) reported 4 minutes ago

  @asimrazax @AWSSupport I have the same problem. Did you fix it?

• 
  Milan Jovanović (@mjovanovictech) reported 4 minutes ago

  @mrwcjoughin @awscloud @Azure I doubt this is a compute issue, looks like a bottleneck from past choices coming to bite you

• 
  Harun R. (@harundotdev) reported 7 minutes ago

  2. The obvious fix: split responsibility. Metadata stays in a database like Postgres. The actual file goes to object storage, Amazon S3 being the standard example. Better. Still not the full fix.

• 
  Kartik Jain (@kartikjain0101) reported 12 minutes ago

  @awscloud you guy has lost your mind. payment got missing so team told me they will raising the request. account got hold, we have 250K unused credits, and now they are not initiation the account. wtf. our whole production is down.

• 
  Jeremiah "SMEEgle" Castillo (@jcastillo4tx) reported 13 minutes ago

  @AWSSupport Live production server is down. Case 178699777500302 (Account Reinstatement) filed with a callback requested — call failed to initiate. Earlier case 178699433100264 still unassigned. Need urgent help, can someone DM me?

• 
  Brandon James (@brandonajames) reported 14 minutes ago

  @callmeauntie218 Yes global outage from Amazon AWS.

• 
  Siya (@reze_xqc) reported 15 minutes ago

  @AWSSupport Case 178653274100402 opened 3 days ago, no response. Can't sign in to AWS Builder ID, email locked to unknown sign-in method, blocking access to AWS Academy courses. Need help.

• 
  Priyanshu (@iproductAI) reported 20 minutes ago

  I requested @awscloud to increase my Opus 4.6 V1 limit and I’ve been chatting with the AWS support team for almost 4-5 days now. They’re telling me this. Is @awscloud a government company? I mean, you guys can’t just pass the problem from one department to another. I mean, WTF? Now I have to raise my query again to sales? Why can’t you just pass this query? You already have more context about what the issue is. I can’t believe how these big MNCs are working these days. Totally absurd service from @awscloud. One more thing, please educate your support. I mean, she didn’t even know what the TPD limit is in the service quota. She literally replied the first time saying there’s only a TPM limit and no separate TPD limit.

• 
  TAPE Vector (@Tape_Vector) reported 22 minutes ago

  JPP-KY $5284.TW is not an AI chip company. It makes the precision metal infrastructure that surrounds the chips, power systems and cooling hardware inside modern AI servers. That distinction matters. JPP Holding designs and manufactures precision metal mechanical parts, enclosures, cabinets and structural components. Its products are used across: AI server racks Server chassis Power supply housings Battery backup unit enclosures Liquid cooling components CDU and manifold structures Telecom equipment Aerospace avionics Aircraft structural and cabin parts Medical equipment Industrial systems The company is headquartered through a Cayman holding structure and listed in Taiwan, but much of the manufacturing engine sits in Thailand through Jinpao Precision Industry. That Thailand base is important. JPP is positioning itself between Taiwanese and global technology customers that increasingly want manufacturing capacity outside China. The operating model is high mix precision manufacturing rather than mass production of one standardized component. A customer brings JPP a mechanical design or performance requirement. JPP can then handle several steps internally: Engineering and design support Metal cutting Stamping CNC machining Sheet metal forming Welding Surface treatment Painting Assembly Inspection Final integration That means the company can take a customer from drawing to finished enclosure instead of supplying only one small step. For AI servers, this can include the physical rack or chassis holding compute hardware, power equipment and cooling systems. For aerospace, it can include avionics housings, structural parts and cabin components that require much tighter certification and process control. This combination is unusual. AI infrastructure gives JPP growth. Aerospace gives it another technically demanding end market with different cycles. The company describes this model as a mix of European engineering capability and Thai manufacturing. The phrase used by management has been: French brain. Thai heart. That comes from the European aerospace companies JPP acquired and integrated with its Thailand manufacturing base. The aerospace side matters because the qualification barriers are much higher than ordinary sheet metal fabrication. JPP has Nadcap certified processes and has worked within the European aerospace supply chain. Company materials and industry reporting have referenced customers and programs connected to Airbus, Thales and Safran. Those relationships do not automatically mean every JPP aerospace product goes directly into those companies. But they show that the manufacturing system has passed qualification standards far above normal commodity metal fabrication. Then AI arrived. This has changed the financial profile of the company very quickly. FY2024 revenue was approximately NT$2.39 billion. FY2025 revenue jumped to about NT$3.73 billion. That is roughly 56% growth. Net income reached approximately NT$618 million. EPS reached NT$12.05. Gross margin stayed around 37.8%. That margin is one of the numbers I find most interesting. JPP did not double its business by becoming a low margin commodity manufacturer. The company expanded rapidly while keeping gross margin in the high 30% range. That suggests the current product mix still carries meaningful engineering and manufacturing value. Q1 2026 continued the trend. Revenue reached approximately NT$1.17 billion. That was about 45% higher year over year. Gross margin remained around 37.5%. So the 2025 acceleration did not immediately reverse once the calendar changed. This is now a real operating ramp. The AI server side has become the main growth engine. JPP manufactures server racks, chassis, power enclosures and increasingly components associated with liquid cooling. That last category matters. AI servers are becoming more difficult to cool. Higher power GPUs produce more heat. More compute density means more thermal load inside each rack. That is pushing the data center industry toward larger cooling distribution systems, manifolds, cold plates and liquid cooling infrastructure. JPP does not manufacture the GPU or the cooling technology itself. It manufactures some of the metal structures and precision components that allow those systems to be installed inside the rack. That places the company several layers beneath the visible AI names. $NVDA and $AMD create demand for increasingly powerful accelerators. Those accelerators require more complex server systems. $DELL and $SMCI integrate servers and racks around those accelerators. $VRT and $ETN operate in the power and cooling infrastructure around the data center. JPP sits further inside the physical manufacturing chain. It produces some of the metal cabinets, chassis, housings and structural components required by this infrastructure. These are ecosystem comparisons. They are not all disclosed customer relationships. The most interesting potential US connection is the company's major cloud customer. Management commentary and Taiwan reporting have repeatedly described a major US cloud service provider as one of JPP's largest AI customers. That customer has widely been reported as Amazon AWS. If correct, that creates an indirect connection to $AMZN. But I would keep the wording disciplined. JPP has not provided enough English primary disclosure for me to treat the identity and exact revenue contribution as completely settled. The important hard fact is that a major US CSP has become a very large customer. Recent commentary has indicated that this customer may account for roughly 30% of revenue during parts of the AI ramp. That is both the opportunity and the risk. A customer that large can transform a small supplier. It can also transform the income statement in the opposite direction if orders slow. Another major relationship is in Thailand. JPP has been expanding production around a large power and server customer widely identified as Delta Electronics Thailand. That customer makes power supplies, thermal systems, data center equipment and related electronics. The geographical relationship matters because both companies operate major production facilities in Thailand. Shorter logistics. Faster delivery. Closer engineering cooperation. Just in time production. Dedicated manufacturing capacity. Those factors can make a supplier harder to replace once a large program is running. But they also deepen customer concentration. JPP is effectively investing ahead of these customers. The company has been adding production capacity in Thailand. One important bottleneck has been painting and surface treatment. JPP is expanding automated paint capacity. It is also investing in larger stamping capacity and dedicated production areas for AI server and power related products. The logic is simple. More AI server racks require more metal structures. More power density requires more sophisticated power housings. Liquid cooling adds additional structural parts. If JPP remains qualified inside those programs, each generation of AI infrastructure can increase the content opportunity per rack. That is the bull side. The risk is that the company adds capacity for demand that later slows. AI infrastructure spending is strong now. It will not grow in a straight line forever. A hyperscaler can change server architecture. An ODM can move a program. A customer can dual source. A competitor can cut price. If one large customer represents 25% to 30% or more of revenue, those decisions matter immediately. That is why I want the exact customer concentration table from the latest annual report. The aerospace business gives JPP some diversification. Before the AI acceleration, aerospace represented a much larger part of the company. That business went through a difficult period around the pandemic and the following aerospace supply chain disruption. It has been recovering. The company has continued obtaining certifications and expanding its European aerospace capabilities. That creates a useful second engine. AI server demand is fast and capital intensive. Aerospace is slower, qualification heavy and built around longer product cycles. The two businesses have different risks. Together they can potentially produce a more balanced manufacturing platform. But right now AI is clearly driving the growth rate. The financial question from here is not whether revenue can grow. It already has. The question is whether the current margins survive the next stage of scale. High 30% gross margins are strong for a precision metal manufacturer. I want to know how much of that comes from: AI server racks Power enclosures Liquid cooling components Aerospace Specialty low volume work New customer programs I also want the operating cash flow behind the reported earnings. Fast manufacturing growth consumes working capital. More orders require more raw material. More capacity requires more equipment. More inventory sits between production and customer delivery. Receivables rise. So a company can report excellent earnings while cash is being absorbed into expansion. That is not automatically bad. But the return on that capital has to remain high. JPP ended 2025 with roughly NT$7.4 billion in assets and around NT$3.7 billion in equity. The balance sheet does not currently look distressed. There is no obvious heavy dilution story. The primary capital allocation issue is expansion. Paint lines. Stamping equipment. Factory capacity. Dedicated customer production. Those investments are being made because demand already exists. Now they need to earn acceptable returns. For US market context, I see several useful layers. $NVDA and $AMD are demand drivers. More accelerator shipments can mean more server racks, more power density and more cooling hardware. $DELL and $SMCI represent the server integration layer. They assemble computing systems around GPUs, networking, storage and power. $VRT and $ETN represent the data center power and thermal infrastructure layer. $ANET sits in the networking layer connecting increasingly large AI clusters. $AMZN is relevant because AWS is widely reported as the major US CSP associated with JPP's AI server business. Again, I would treat that specific customer identity as reported rather than fully disclosed until the primary customer note confirms it. The aerospace familiarity is different. $BA is the obvious US listed aerospace reference. JPP is not primarily a Boeing supplier story. Its known aerospace footprint is more European. But the same qualification logic applies. Aircraft components require traceability, process control and long certification cycles. That experience can strengthen the overall manufacturing discipline of the company even when the fastest growth is coming from AI infrastructure. This is what makes $5284.TW more interesting than a generic sheet metal company. The metal itself is not scarce. The capability stack can be. A customer needs a supplier that can: Meet tolerances. Pass qualification. Build tooling. Handle design changes. Scale capacity. Deliver consistently. Maintain surface quality. Control welding and assembly. Locate production close to the customer. And do it without disrupting a multibillion dollar server or aerospace program. That creates switching friction. It does not create an unbreakable moat. Large customers still have enormous negotiating power. The company remains small relative to the customers it serves. That means the power relationship still favors the customer. The current strengths are clear. 2025 revenue grew about 56%. EPS reached NT$12.05. Gross margin remained near 38%. Q1 2026 revenue grew another 45%. AI server exposure is already producing real revenue. Liquid cooling adds another content opportunity. Thailand capacity is expanding. Aerospace is recovering. The balance sheet is supporting expansion without obvious distressed financing. The risks are also clear. Customer concentration is high. The largest AI programs are project driven. Formal long term volume commitments are not well disclosed. The company is investing heavily into capacity during an AI spending boom. Margins could compress as volume rises. Aerospace recovery could stall. And the current growth rate depends heavily on continued data center capital spending. For me, the next proof is not another monthly revenue record. I want to see: Exact top customer concentration. How much revenue now comes from AI server products. How much comes from liquid cooling. Whether the major CSP relationship is widening into additional products. Whether the large Thai power customer is gaining share of revenue. Utilization of the new painting and stamping capacity. Operating cash flow after expansion capex. Return on invested capital from the Thailand buildout. Aerospace revenue and margin recovery. Whether gross margin can remain above the mid 30% range as the company scales. Real manufacturing. Real AI infrastructure exposure. Real earnings growth. Real high margin execution so far. But also real concentration risk. jpp-KY $5284.TW does not need to invent the next GPU. It needs to remain the qualified company manufacturing the physical structures around the companies that do. If AI racks become larger, hotter and more complex while JPP keeps winning more content per system, the opportunity can grow much faster than the underlying server unit count. The question now is whether that position is durable enough to survive the inevitable cooling of the AI capital spending cycle. That is what I want to understand next. My investing journal, not financial advice.

• 
  Abdulkadir | Cybersecurity (@cyber_razz) reported 23 minutes ago

  ClarityCheck markets itself as a tool to detect catfishing. To verify identities. To keep you safe from liars online. Here's how it works. You upload someone's photo. ClarityCheck runs it through their reverse image search. Finds their dating profile. Their social media. Wherever that face appears. Seems solid. Except ClarityCheck just leaked 9 million photos sitting in an unsecured Amazon S3 bucket. 450 gigabytes of faces. Stored in folders labeled "faces" and "profiles." The photos came from people uploading images of strangers. Dating app screenshots. Private social accounts. Scanned prints. Photos of children. Most of these people never uploaded anything to ClarityCheck. They just got identified by someone else trying to figure out who they were. Then their face got indexed. Stored. And left wide open. For several months. The URL to access it was embedded in ClarityCheck's own website source code. The company's response: this was "temporary storage" and an "ordinary member of the public" would not have found it. An ordinary member of the public with the URL from their own website. Which is not temporary storage. That's just a server. And it wasn't invisible. You'd need 30 seconds and a basic understanding of how websites work. Now ClarityCheck says the data is "secured." A service built to prevent identity fraud just exposed millions of identities. The tool designed to catch people lying about who they are just showed everyone's actual face to anyone listening. The irony isn't subtle. It's a design flaw pretending to be an accident.

• 
  PolyPup (@PolyPup) reported 23 minutes ago

  I think I have a problem. - 3 @ChatGPT subscriptions - 2 @AnthropicAI subscriptions - $8,200 @awscloud bill coming this month I have so many protocols built, ready for deployment. Really cool innovative, revenue generating projects but I'm hesitant to launch on anything. Maybe someday.

• 
  M (@mdw864) reported 26 minutes ago

  @googlecloud @GoogleCloudTech do you accommodate customers with disabilities? In case we have problems and need to speak to you? I think I may have to switch to you because @awscloud has not provided accommodations for people with disabilities.

• 
  Priyanshu (@iproductAI) reported 29 minutes ago

  Here’s the cleaned-up version with fixed grammar, same hard tone, and no em dashes: I requested @awscloud to increase my Opus 4.6 V1 limit and I’ve been chatting with the AWS support team for almost 4-5 days now. They’re telling me this. Is @awscloud a government company? I mean, you guys can’t just pass the problem from one department to another. I mean, WTF? Now I have to raise my query again to sales? Why can’t you just pass this query? You already have more context about what the issue is. I can’t believe how these big MNCs are working these days. Totally absurd service from @awscloud. One more thing, please educate your support. I mean, she didn’t even know what the TPD limit is in the service quota. She literally replied the first time saying there’s only a TPM limit and no separate TPD limit.

• 
  Harikrishna KP (@harikp2002) reported 30 minutes ago

  @AWSSupport Two days into migrating to AWS and both new accounts I created are locked out of every single service. S3, EC2, Lambda, DynamoDB, all of it. The accounts show as ACTIVE. Support confirmed it needs a manual fix from an internal team, then went quiet for 28 hours. Three open cases, one phone call, still completely blocked. Sitting on AWS credits I literally cannot spend. Do better please!

• 
  Kenton Parton (@kenton_parton) reported 33 minutes ago

  Anyone here work on AgentCore Gateway Targets at @awscloud? Been testing them for our MCP/agent platform. I like that it removes the credential leakage issue during development of new MCP's/Agents. But they’re slow AF!🐢 I’m seeing ~430ms added per request above baseline, in-region, with warm caches. Is that expected?

• 
  Nathan Den Herder (@natedenh) reported 36 minutes ago

  @grok @awscloud @claudeai That makes it too slow, I tried that already

• 
  Matthew Joughin | 🏗️ Cross Platform Dev Tools (@mrwcjoughin) reported 37 minutes ago

  @jeffdafo @ivanburazin @awscloud Even aspnetcore can run on Linux now - there is no excuse to have (and pay through the nose) for Windows server licenses)

• 
  Swaroop Hegde (@SwaroopH) reported 38 minutes ago

  TIL: @awscloud has been racking up ipv4 charges on an old test instance of mine even though it uses dynamic IP. Just checked that their launch wizard deployed new instances with the same issue without warning 🤷

• 
  Nathan Den Herder (@natedenh) reported 42 minutes ago

  @xai @awscloud grok-4.6 on Bedrock us-east-1 is unusable today. 5-token prompt, maxTokens=16: claude-sonnet-4-5 → 3.0s us.xai.grok-4.6 → 150s timeout global.xai.grok-4.6 → 150s timeout Same account, region, creds. No throttle error, no 5xx — it just hangs.

• 
  Prateek Gupta (@p_valuee) reported 42 minutes ago

  @AWSSupport My entire production is down since 3 days, I believe this is a P1 and should be treated like one @AWSSupport. Please help me with an ETA

• 
  Dhananjay (@DhananjayKhark2) reported 44 minutes ago

  @AWSSupport Case open since Aug 13 — 15 days, no fix! AWS Glue blocked with AccessDeniedException (account-level) in ap-south-1. NOT an IAM issue. Needs backend account verification sync. Case: 178661799100381 Please escalate! 🙏 #AWS #AWSGlue @awscloud @AWSCloudIndia

• 
  Synapse Brief (@Synapse_Brief) reported 46 minutes ago

  @yugacohler @awscloud @CoinbaseDev The post frames this as a new capability, but Amazon already gave agents the ability to make purchases in December 2025. The Coinbase integration is the expansion, not the invention. The real bottleneck was never payment rails. It's authentication and authorization at scale. How does an agent prove it's authorized to spend, and how do you prevent a single compromised agent from draining a wallet? Coinbase's infrastructure solves the custody and settlement problem. AWS solves the identity and access management layer. The combination is what makes this production-ready. The "AI agents will outnumber humans" framing is hype. The real driver is that agents need to pay for API calls, data feeds, and compute resources autonomously. That's a practical requirement, not a sci-fi scenario. Stripe being involved is the quiet signal here. They handle the merchant side of the equation. Agents paying for things requires both the payer and the payee infrastructure. The managed aspect matters more than the payments themselves. AWS handles the compliance, KYC, and fraud detection layers that would otherwise be a nightmare to build. That's the real value proposition.

• 
  Krishna.Ki.Shor (KK) (@kkbava) reported 48 minutes ago

  @AmazonHelp You are still giving me work!😡 Why not look inwards and check if order was indeed delivered? And tell the software geeks and nerds that there is a problem with conflicting messages? Learn from failures guys! That's what I learnt from @awscloud

• 
  Jaimin Vaghani (@jaiminvaghani) reported 53 minutes ago

  @AWSSupport @AWSSupport Day 7.Production still down, Case still unresolved. Yesterday you said it was "forwarded internally for review" that's the third different phrasing for the same non-answer. I'm not asking for updates anymore. I'm asking: who owns this case, and when will it be fixed?

• 
  The AI Therapist (@TheAIShrink) reported 54 minutes ago

  @MikeLongTerm @amazon @awscloud EC2 on AMD CPUs. The cloud bill goes down, the margins go up. aws is quietly fixing its cost structure while everyone watches the models. smart

• 
  Chintan Shah (@chintan86) reported 54 minutes ago

  @AWSSupport @awscloud Dues cleared, reinstatement requested — still waiting with no movement. My production workloads are down and every hour is costing us. Can someone please prioritise this? Case ID ready to share over DM.

• 
  lak-alak (@baricadelane) reported 56 minutes ago

  @IanCarrollShow @BacklotOPS @NickJFreitas They must think we are stupid Tyler Robinson decoys all over the place d captured on camera all doing their part for 1990s pixalated images produced and sold as 4k in 2026 lmao. Why did Amazon aws services shut down 9/10 - 9/25? Who owns discord?

• 
  BOB-DO-THEM (@osangesua) reported 57 minutes ago

  This is a blatant lie intended to mislead the electorate. The glitch synchronisation in the BVAS is the reason he won't effect the upgrade because if an upgrade is carried on the BVAS, the entire calibration of glitches will disappear and the fear that @awscloud may have disabled or blocked the application that allows them to manipulate the BVAS is the reason for this unprovoked lies