This seems to be a lack of a sound "make or buy" analysis (at least in the area of internal SW tools), which should be at the basis of any sound industrial plan and of strategic plans of a company.
It is not simple to do in general because it needs to involve a lot of different aspects of production and market situation (present and foreseeable future), and lots of variables.
This should be taught at any management school. I know about it not because I was ever involved in management, but because I studied it in the only management course my Engineering degree required to follow, so a professional manager should know far better.
Therefore you should think twice before questioning the decisions of your management before actually raising a concern, you being a junior employee.
However, as a former professional SW developer, I can see your concerns, and I share them somewhat (you didn't provide much details, so I cannot express a better judgement).
Before doing anything you should "investigate" whether or not your management did any actual research and analysis about the costs of building the tools in-house versus outsourcing them.
However if you really discover that no serious analysis has been done and they simply acted following their "gut-feelings", then you could try to persuade them that what they are doing is dumb (ofc. never saying that so bluntly).
For example, you could go to your direct manager and explain that tool X seems to cause some problems and it is expensive to maintain and subtract time from producing client SW, whereas you know that tool Y produced by ACME, Inc. is a well-tested tool that could substitute X, for less cost, more functionality and (in the end) more profitability.
The way you convey this to the manager is important, and can't be independent from a "psychological analysis" of the manager themselves, since some people really hate when "underlings" try to do their job (even if they do it better).
You could try a careful approach, where you put your concerns in form of questions (e.g. "Wouldn't it be better if we used Y? It seems that...etc."), but it the guy is not amicable, that is really a slippery slope. The most you can do is to show that you care for the company, but you should be aware that some managers care more for their position than for the company itself, so this approach is highly context dependent.
All in all, if you see that the company is not doing well because of these inefficiencies, then prepare your suitcase and begin looking for a new job, because if your attempt at improving things could backfire or, even if it doesn't, but they ignore you, the company could be headed for big troubles sooner or later, and the first heads that are cut are those of juniors.
Note also that some companies are so big or resilient that even if some departments are inefficient they still make good profits and don't risk much (e.g. because they have a huge competitive advantage, or they have other departments that are so good that the "bad" department is "carried along" with the flow). So don't run and cry wolf before you assess the situation with some degree of confidence.