Amazon Outage Map

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Amazon Issues Reports

Latest outage, problems and issue reports in social media:

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  Payal (@payal_codes) reported 10 seconds 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.

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  Torstein Horikson (@AngyVikingr) reported 2 minutes ago

  @LaundryGuy1945 I've tried to forget about that otherwise I'm going to go to prison for burning down Amazon MGM, in Minecraft...

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  Jarad (@JaradCapital) reported 2 minutes ago

  You could write off the CELSIUS core brand and Rockstar entirely and could still make the case that $CELH is undervalued Alani generated $732m in H1 2026, or roughly $1.5B annualized It grew approximately 38% yoy in H1 on a pro forma comparable basis (faster on scanner data) At a 15% net margin, that implies about $225m in net income Put a 30x multiple on it still below $MNST at roughly 40x which is growing even slower, and Alani alone could be worth 6.75bn That is more than Celsius Holdings’ current market cap The kicker? the core Celsius brand is far from being dead.. Management’s core message from the earnings call was that the CELSIUS brand slowdown is largely temporary, but not entirely. They believe the current weakness is being exaggerated by inventory and distribution effects, while also acknowledging that the company made a genuine execution mistake by cutting too many CELSIUS products too quickly. In Q2, CELSIUS branded reported revenue fell about 12% yoy, but retail scanner sales were down only around 2%. These two figures reflect two different things. The retail number shows what consumers actually bought, while reported revenue was also reduced by distributor inventory rebalancing, heavier promotional spending, weakness in the club channel and the timing of shipments. Management said that near the end of the quarter, inventory movements accounted for roughly half of the gap between retail sales and reported revenue. The biggest issue was the SKU rationalization. Celsius deliberately removed slower selling products to create a cleaner national assortment and concentrate support behind the strongest SKUs. However, CEO John Fieldly openly admitted that the company “went too deep” and, in hindsight, would not have cut as many products. The products disappeared quickly, but the benefits management expected namely, better cooler space, permanent fixtures and improved retail placement, arrived much more slowly because they required retailer investment and labor. At the same time, Celsius intentionally reduced innovation while integrating Alani Nu and Rockstar into the PepsiCo distribution system. That made operational sense, but it removed one of the CELSIUS brand’s traditional growth engines. The brand had fewer new Flavors and fewer launches to offset the lost SKUs and difficult comparisons with the prior year. This lack of innovation contributed to the gap between the immediate distribution cuts and the slower arrival of better retail space. Management did provide some evidence that the underlying brand remains healthy. Even with roughly 7% fewer distribution points, sales per remaining point of distribution improved by about 16% from Q1 to Q2. This suggests that the assortment that remains on shelves is becoming more productive. Management also highlighted growth in Fizz Free, improving Amazon performance and continued repeat purchasing. Still, management is not expecting an immediate recovery in core brand. They said Q3 should look broadly similar to Q2 for the CELSIUS brand because inventory rebalancing, difficult comparisons and the effects of the product cuts will continue. However, there may be some modest sequential improvement. The company expects improvement to begin during Q4, helped by easier comparisons, additional cold-space placements and the gradual completion of the assortment reset. However, the recovery of the core brand likely will be a gradual rather than a snapback. Reported revenue could improve faster than scanner sales because the company will be comparing against a weaker shipment period, but the underlying consumer recovery is expected to be more gradual. Management’s confidence in 2027 rests on a much stronger innovation calendar, a new 16-ounce CELSIUS offering, improved shelf positioning, more retail merchandisers and sales representatives, better in-stock execution and more efficient promotional spending. They also said they have changed their approach to assortment management: rather than simply cutting weak products, they plan to replace slower SKUs with new, incremental innovation. NFA

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  CF19BUZZKILL 🏴‍☠️ (@cf19buzzkillttv) reported 4 minutes ago

  I've been working on a Space Opera type of book for a very long time and I'm thinking about just publishing it on Amazon as is errors and all because I can't afford an editor. Maybe if I make enough money of the book and X I'll get it edited and re release it. IDK. Am I retarded?

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  gina_scooter (@gina_scooter) reported 6 minutes ago

  problem with movie discussions is people who haven't trolled the depths of amazon prime and youtube to find the dumbest blaxploitation and 70s hong kong action movies want to talk about what action scenes should look like.

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  Amazon Help (@AmazonHelp) reported 9 minutes ago

  @rajusharma_it @rajusharma_it Please copy the link and access it from a different browser. Make sure to delete all cache, cookies, history from device. Logout and login to Amazon account and try to access the link, it will redirect you to Amazon app where you can connect with our team via chat. -Indhu

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  Vince Wilson (@Vincent1976_) reported 12 minutes ago

  @biggle1908 get of sky its not worth it. use now tv if you need some sky. Starlink without a doubt is fantastic. I have had it for 3 years and have never had a problem with it. Also when I moved I just plugged it in at the new house and it worked. I use amazon prime and flip between apple tv, and so on.

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  Niharika (@niharikap09) reported 13 minutes ago

  @AmazonHelp Sorry but your team is very rude and arrogant to even answer basic questions let alone resolve issues. Disconnected our calls frequently. How as a customer are we supposed to get our issue resolved. Is your backend team fired completely and AI doing all the job now?

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  Shailendra (Shai) Upadhyay (@supadhyaymd) reported 15 minutes ago

  @AmazonHelp Your service is extremely terrible. I have spent over five hours either by phone, or attempted chat on Amazon where every individual kept logging off awaiting new individual coming into give all the information all over again I would like this resolved ASAP, it’s a nightmare

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  ᵇᵉᶜᵏʸ ᵗʰᵉ ᵖᵃⁱⁿˡᵉˢˢ ʰᵉʳᵒ (@DPRKjr) reported 17 minutes ago

  i have a serious problem with amazon and i need wax beads

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  𝘍𝘭𝘢𝘮𝘦𝘝𝘳𝘣𝘢𝘥𝘢 | :(: (@_bubbleti) reported 18 minutes ago

  @JesuisJanice daddy amazon not working enough😔💔

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  Richard Spelling @RSpellingAI (@RSpellingAI) reported 19 minutes ago

  Another example that @Amazon doesn’t care about customers or products they are listed as the ‘Seller’. Bought ARRIS Surfboard G-34. Had trouble with it. I was bounced back & forth between Amazon, ARRIS, & ISP trying to resolve problems. Amazon refused to refund the bad product.

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  Rachel Pulman (@ClareAuction) reported 22 minutes ago

  Running Amazon Ads on an unoptimized book listing is like pouring water into a leaking bucket. Fix your keywords, categories, and metadata first. Then scale with ads.

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  Sarah 🇨🇦 🏳️‍⚧️ (@SarahLacard) reported 23 minutes ago

  @TheBreakdownAB my current understanding/leading theory is that it's Amazon/Bezos/WSJ/AWS lobbying against data centers and server farms *because they already have them*. best guess. been trying to figure out where the coordinated narrative arose from seemingly overnight for a while now

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  just a droid (@Redemptionism) reported 24 minutes ago

  Amazon CFO: “$350M is a lot, maybe we should slow down on the sales.” Bezos with another $3.65B ready to sell: