Introduction
When Amazon quietly launched a low-price product called Amazon Haul in November 2024, the initial industry reaction was cautious wait-and-see approach. Yet less than eighteen months later, what was widely seen as Amazon’s answer to Temu and SHEIN has delivered results that can on longer be ignored. According to a dedicated report published by Marketplace Pulse in March 2026, Amazon Haul’s U.S. storefront has attracted over 3287 active sellers, reached an annualized GMV of approximately $2 billion, and now lists more than one million SKUs. Even more striking is the fact that 97.5% of these sellers are registered in mainland China, meaning Amazon Haul has essentially become a ultra-low-price gateway powered entirely by Chinese supply chains.
On a pure growth basis, Amazon Haul’s trajectory is impressive. Compared to Temu’s early expansion in the U.S. market, Amazon Haul reached a $2 billion annualized GMV run rate in under eighteen months, a pace that outstrips what Temu achieved in a comparable period. However, it is critical to recognize that these numbers are heavily subsidized by Amazon itself. The platform currently offers consumers discounts of up to 90% on products, a “spend to scale” strategy that closely mirrors the early playbook of both Temu and SHEIN, and one that raises legitimate questions about long-term sustainability.
Another dimension worth examining is Amazon Haul’s global ambition. In Q1 2026, Amazon began rolling out the channel under the brand name Amazon Bazaar to more than 25 markets worldwide. This represents a significant strategic move:layering Amazon’s existing advantages in logistics, payments, and consumer trust onto an entirely new low-price vertical. For Chinese sellers, Amazon Bazaar offers a pathway to leverage Amazon’s global infrastructure without the brand-premium constraints associated with Temu or SHEIN. Yet it also means navigating internal competition between the main Amazon marketplace and the Haul channel, while simultaneously fending off external pressure from dedicated low-price platforms.
The seller composition on Amazon Haul reveals an overwhelmingly Chinese ecosystem. With 97.5% of sellers based in mainland China, the proportion is even higher than that of Chinese sellers on Temu or SHEIN. This reflects China’s absolute cost advantage in ultra-low-price goods, but it also exposes Amazon’s difficulty in attracting non-Chinese sellers to the channel. For brand-oriented sellers already operating on the main Amazon marketplace, the decision to enter Haul presents a genuine dilemma:participating risks diluting brand positioning and disrupting price architecture, while staying out could mean losing access to a growing segment of price-sensitive traffic.
From a competitive-landscape perspective, the emergence of Amazon Haul signals the arrival of a “full-spectrum low-price competition” era in cross-border e-commerce. Analysis from ebrun.com points out that leading low-price platforms are increasingly shifting toward local-warehouse fulfillment models, and Amazon Haul’s cross-border direct-shipping approach faces profitability uncertainty once platform subsidies are phased out. For Chinese sellers, the more fundamental question is whether sales volumes built on extreme low prices and platform subsidies can translate into sustainable businesses when the subsidy tide recedes.
For Chinese sellers considering Amazon Haul entry, a measured approach is advisable. First, treat the Haul channel as a clearance and product-testing channel rather than a primary sales venue, to avoid cannibalizing your main-store brand. Second, monitor Amazon Bazaar’s global expansion for early-mover opportunities in underserved markets. Third, track subsidy windows, and build a post-subsidy profitability model in parallel.
Final Thoughts
Amazon Haul’s $2 billion GMV is an exiting headline number, but it functions more as a mirror reflecting the growing anxiety and polarization within the low-price e-commerce segment. For Chinese sellers, rather than viewing Amazon Haul as a new traffic windfall, it is better understood as a strategic stress test—one that probes the resilience of your supply chain, the durability of your brand, and the sophistication of your multi-platform operations. The sellers who will prevail in the second half of 2026 will not be those who fight the hardest in the low-price trenches, nut those who use low-price channels to acquire traffic while systematically building equity on their own terms.
